OPERATION GREENS

DEVELOPMENT OF POTENTIAL VALUE CHAIN

SEPTEMBER 2021
LITCHI
STUDY OF GAPS IN INFRASTRUCTURE & PROCESSING
FACILITIES IN IDENTIFIED CLUSTERS
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................................. 5
1 BACKGROUND ................................................................................................................................ 9
1.1 Objectives of the Study ........................................................................................................ 9
1.2 Area Coverage Under the Study / Identified Clusters........................................................ 10
1.3 Approach & Methodology ................................................................................................. 12
1.3.1 Approach .............................................................................................................................. 12
1.3.2 Methodology ........................................................................................................................ 12
2 INTRODUCTION............................................................................................................................ 18
2.1 Global Scenario.................................................................................................................. 18
2.2 Indian Scenario .................................................................................................................. 20
2.3 Cluster Scenario ................................................................................................................. 23
2.3.1 Area, Production and Productivity .................................................................................. 23
2.4 Varieties ............................................................................................................................. 23
2.5 Current Value Chain .......................................................................................................... 25
2.5.1 Primary Value Chain as understood by Preliminary Primary Survey (Traditional Value
Chain)............................................................................................................................................ 25
2.5.2 Secondary Value Chain........................................................................................................ 28
2.5.3 Logistics ............................................................................................................................... 28
2.5.4 Details of Secondary Processing facilities in Bihar ............................................................. 29
2.5.5 Details of Tertiary Processing facilities ............................................................................... 30
2.5.6 Marketing Channels and Infrastructure ................................................................................ 30
2.5.7 Surplus Availability ............................................................................................................. 30
2.6 Active FPOs, SHGs, Cooperatives .................................................................................... 32
2.7 Schemes / support from Government (Central, State Agencies) ................................. 34
3 STAKEHOLDERS SURVEY AND GAP ANALYSIS ................................................................. 35
3.1 Framework of Detailed Value Chain Survey ..................................................................... 35
3.2 Analysis ............................................................................................................................. 35
3.2.1 Production Related ............................................................................................................... 35
3.2.2 Availability of on farm infrastructure .................................................................................. 35
3.2.3 Packaging being adopted ..................................................................................................... 36
3.2.4 Marketing of produce ........................................................................................................... 36
3.2.5 Logistics ............................................................................................................................... 36
4 CLUSTER SPECIFIC GAPS AND PROPOSED INTERVENTIONS....................................... 38
4.1 Branding of Indian varieties for Processing ....................................................................... 44
4.2 General Recommendations ................................................................................................ 45
4.3 Potential Investments ......................................................................................................... 45
5 PROPOSED ACTIONS ON WASTE TO WEALTH................................................................... 49
Waste Components Generated from Litchi .............................................................................. 49
ANNEXURE I ..................................................................................................................................... 51
ANNEXURE II .................................................................................................................................... 54
ANNEXURE III .................................................................................................................................. 55
ANNEXURE IV .................................................................................................................................. 56
ANNEXURE V .................................................................................................................................... 63
ANNEXURE VI .................................................................................................................................. 68
(Questionnaires) .................................................................................................................................. 68

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List of Tables
Table 1: Production Cluster of Litchi ..................................................................................... 11
Table 2: Percentage share of Different states in Litchi Production ......................................... 20
Table 3: Indian Export of Litchi Products ............................................................................... 22
Table 4: Indian Import of Litchi Products ............................................................................... 23
Table 5: Area, Production and Productivity of Cluster............................................................ 23
Table 6: Commercial varieties and its Characteristics ............................................................. 24
Table 7: Varietal Distribution of Litchi in Different States in India........................................ 24
Table 8: Surplus Calculation in the Cluster ............................................................................. 31
Table 9: FPO / FPCs / Cooperatives / SHGs in the Cluster ..................................................... 32
Table 10: List of active FPOs in Agriculture ........................................................................... 33
Table 11: Summarized Gaps and Recommendations in the Cluster ........................................ 42
Table 12: Proposed Interventions (Consolidated).................................................................... 46
Table 13: Proposed Interventions and Investment in Bihar ..................................................... 47

List of Figures
Figure 1 District-wise Area under Litchi production in Bihar ................................................. 11
Figure 2 Visualization of hard-, soft- and Orgware concept ................................................... 12
Figure 3 Meeting with DHO, East Champaran ........................................................................ 15
Figure 4 Meeting with DHO, Sitamarhi .................................................................................. 15
Figure 5: A Visit to National Research Centre on Litchi......................................................... 16
Figure 6: EU imports of Litchi and other commodities ........................................................... 19
Figure 7: Main European Union Exporters of Fresh Litchi and other commodities ............... 19
Figure 8: Comparison of Productivity of Different States ....................................................... 21
Figure 9: Peak Season of Litchi in Different States ................................................................. 21
Figure 10: Litchi Varieties as per NRCL ................................................................................. 25
Figure 11: An Orchard in Bargawan, Muzaffarpur ................................................................. 26
Figure 12: A Pre-harvest Contractor in Vaishali .................................................................... 26
Figure 13: Wholesale Mandi in Bazaar Samiti, Patna ............................................................. 27
Figure 14: Secondary Value Chain .......................................................................................... 28
Figure 15: A Processing Unit in Patahi, Muzaffarpur ............................................................ 29
Figure 16: Locally Processed Litchi Squash under JEEViKA .................................................... 29

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 DISCLAIMER

The inferences/analyses, projections and recommendations made in this report are based on
best effort basis, after the visits to various sites, opinions of various stakeholders, review of
various reports or secondary sources. The information and opinions contained in this document
have been compiled or arrived from sources believed to be reliable, but no representation or
warranty expressed is made to their accuracy, completeness, or correctness. The information
contained in this document is published for the assistance of the recipient but is not to be relied
upon as authoritative or taken in substitution for the exercise of judgment by any recipient.
This document is not intended to be a substitute for professional, technical, or legal advice.
It is also emphasised that the investment presented are recommendatory in nature and financing
institution may adopt the cost as per actual ground level requirement with respect to individuals
/ activities / beneficiaries.

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 Part I

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 EXECUTIVE SUMMARY
Operation Greens was launched by the Ministry of Food Processing Industries, Government of
India, with the objectives to reduce post-harvest losses, enhancing value realization of farmers
and price stabilization for producers and consumers by creation of food processing capacities
and value addition across value chain by creating firm linkages with production clusters and
markets. Initially, scheme was integrated development of three crops viz. Tomato, Onion and
Potato (TOP) value chains.

With the successful implementation of the scheme for the above-mentioned crops, MoFPI is
willing to expand the same scheme for other produces as well. To understand, the ground
situation of major perishable commodities (22 in number) under the Operation Greens, MoFPI
is conducting Value Chain studies of identified commodities. Global AgriSystem has been
commissioned for conducting the value chain study of Litchi.

Cluster for the assessment was identified by Ministry itself, which includes two states viz,

S. No State Major Production Cluster

1. Bihar Cluster-1-Muzaffarpur, Purbi Champaran, Vaishali,
Sitamarhi, Paschim Champaran

The report has been prepared report has been drawn from secondary resources and primary
survey. The primary survey consisted of, both quantitative and qualitative parameters for the
stakeholders of the Value Chain. Data collection tools included structured, semi-structured and
unstructured questionnaires / guidelines. Structured questionnaires were used for conducting
the face-to-face interviews. The purpose of the survey was to assess the current-status, gaps,
and the needs of the stakeholders. Semi-structured questionnaires were used for conducting
Key Informant Interviews (KIIs) with retailers, traders, processors, potential investors, and
government officials. Unstructured questionnaires like guidelines or master questionnaires
were used for Focus Group Discussions (FGDs) with stakeholders to understand the Litchi
market and value chain needs in general. Based on this approach and methodology, the project
report for the value chain is prepared.

Litchi is a non-climacteric fruit; hence, it is not expected to increase in soluble solids once it
has been picked. Depending upon variety and climate, the fruits contain 60% juice, 8% rag,
19% seed, and 13% skin. The moisture varies from 77-83 per cent with variable level of TSS
(15.90- 20.100 Brix). fruit is largely preferred as table fruit.

Bihar is the leading state in litchi production. It accounts for 45% of total production of India.
The leading producer of litchi in Bihar is Muzaffarpur at 1.48 lakh tones (48 percent %) of the
total litchi production in Bihar.

Current scenario of value chain in the cluster for Litchi is a combination of both public and
private sector-based operations. Most of the pre-harvest activities are carried out by growers
and for post-harvest activities the value chain is dependent on other stakeholders like Pre-
harvest contractors, traders, Commission agents etc.

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Major findings of the Cluster are as follows:

Particulars Bihar (Cluster)

Production • Lack of Rejuvenation of old and senile orchards identified cluster.

• NRC is inadequately staffed

Input Suppliers • No upgradation of lab facilities

Primary • Insufficient Integrated Packhouses with new technologies

Processors

Secondary • Limited secondary processing units with freezing technologies

Processors
• Limited processing units for Litchi drinks

Logistics • Limited reefer vehicles at farm level

Based on the above survey findings following are the recommendations: -

Particulars Bihar (Cluster)

Production • More Research should be carried out for improved varieties and
package of practices
• R&D activities for fruit quality enhancement and standardization of
post-harvest treatment protocols should be carried out (NRC should
collaborate with foreign partner like CIRAD).

Input Suppliers • Establishment of laboratories for MRL testing

Primary • Establishment of Integrated packhouses with Sulphitation chambers

Processors and Acid dip chambers

Secondary • Establishment of secondary processing units with Blast / Plate freezers

Processors and IQF technology
• Establishment of processing units for RTS and Squash drinks

Logistics • More reefer vehicles should be provided to facilitate transportation

• Transport subsidy should be provided to increase export market

The consultants carried out consultations with the investors in the sector to gauze their
willingness for investment in value chain of Litchi. The approximate investment according to
the Cluster are as follows: -

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Project components No. of Units Cost per Estimate Pattern of Mode of Available
Unit d Total Assistance Implementatio scheme /
Cost (Rs. n Incentives
Crore) Convergence

R&D (NRC / State LS 5 Crores 5 100% Government PMKSY / NHB

Government) sector

Rejuvenation of senile 10,000 acres Rs 25,000 / 25 100% Dept. of MIDH / State

orchards acre Horticulture Govt.
funds

Establishing Hi-tech 5 1 Crores 5 100% Private Sector / MIDH / NHP

nurseries FPOs / SAUs

Capacity Building of 36 Rs. 10 3.6 100% FPOs / SFAC EGCGFS

Litchi Growers / FPOs / Lakhs / (SFAC)
FPCs / Co-operatives. FPO

Market Improvement Need based - 20 100% DAC & FW / GOI / AMIF

SAMB

Lab for testing, pesticide, 1 6 Crores 6 35% FPOs / SAUs / MIDH / NHM /
microbial load and Private sector MoFPI
quality of products

Plastic crates (10000 per 72,000 @ Rs 275 / 1.98 35% Private sector MIDH / NHM /
district on community 2000 per FPO crate MoFPI
basis through FPOs) / co-op

Stand-alone simple 36 0.25 Crores 9 35% FPO / Private MIDH / NHM /

packhouse with sector MoFPI
Sulphitation Chamber
(community basis)

Pack house with 10 3 Crores 30 35% Private sector / PMKSY / NHB /

Sulphitation Chamber, FPO MoFPI
precooling and cold store
(small capacity for short
duration holding of fruit)

Pack house with Acid 10 5 Crores 50 35% Private sector / MIDH / NHB /
Dip system, pre-cooling FPO MoFPI
and cold store (small
capacity for short
duration holding of fruit)

Processing Unit with 3 6 Crores 18 35% Private Sector / MIDH / MoFPI

Pulp and RTS drinks FPO

Processing unit with 5 12 Crores 60 35% Private sector MIDH / MoFPI

deshelling and
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deseeding machine for
frozen pulp (Blast
freezer)

Processing unit with 5 15 Crores 75 35% Private sector MIDH / MoFPI

deshelling and
deseeding machine and
freezing of whole fruit
(IQF)

Total 308.58 146 Crores

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1 BACKGROUND
Introduced in 2018-19 with an announcement in the Union Budget speech, a new scheme
“Operation Greens” was launched by the Ministry of Food Processing Industries, Government
of India, with an outlay of INR 500 crores with the objectives to reduce post-harvest losses,
enhancing value realization of farmers and price stabilization for producers and consumers by
creation of food processing capacities and value addition across value chain by crating firm
linkages with production clusters and markets. Accordingly, the Ministry has formulated a
scheme for integrated development of Tomato, Onion and Potato (TOP) value chains, the scope
has since been enlarged in the Union budget 2021-22 to 22 perishable products.

The broad objectives of the scheme include enhancing value realization of farmers by targeted
interventions to strengthen production clusters and their FPOs and linking them to market, price
stabilization for both consumers and producers, reduction in post- harvest losses by creating
farm gate infrastructure, suitable agro-logistics, storage and links to the consumption centers,
increase in food processing capacities and value addition in value chains linking them to
production clusters and setting up market intelligence network to collate real time data on
demand-supply and price of crops. The scheme has a two-prong strategy of price stabilization
and integrated value chain development projects. On a pilot basis, MOFPI has been
implementing the scheme since 2018 with six approved projects.
MoFPI in order to understand, the ground reality of these commodities and come up with
programmes and schemes appropriately designed to address the existing problems and
constraints and attract investment thereto, commissioned Value Chain studies of identified
commodities. Global AgriSystem has been selected for undertaking the study for Litchi. This
report is the outcome of the comprehensive qualitative and quantitative analysis Value Chain
in a single identified cluster in Bihar.

1.1 Objectives of the Study

As per the TOR / RFP and subsequent discussions with MoFPI, the objectives of the study are
as follows:

i. Detailing out Litchi production and surplus quantity of the produce in the clusters. The
consultants will also take into consideration current and proposed programmes being
implemented to study the future scenario of production and surpluses.
ii. Analysis of logistic and marketing channels with reference to ‘Origin – Destination’
matrix of Litchi trade within the cluster and outside including other States separately
in detail. Modes of the packing and transport of Litchi for local, distant and export
markets and assessing gaps in packaging and modes of transport, (particularly flag the
ones leading to value loss in the supply chain). The coverage will include, within the
district and outside markets, including, export logistics etc.
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 iii. The details of primary processing facilities available in the clusters such as grading,
sorting, packaging, packed houses, sulphuration chambers, storage etc., available
within the district / clusters and their adequacy, ownership, structures etc. Consultants
will also benchmark export infrastructure with competing countries to identify gaps, if
any. Assessment of Digital Infrastructure for advisory services, MIS and marketing
will also be conducted.
iv. Level of processing and range of products such as pulps, juice, canned whole Litchi,
etc. in the cluster, ownership of secondary processing facilities, whether MSME,
number of processing facilities, quantum of produce being processed, final products
being produced, marketing channels of products including agri-logistics and their
adequacy. Appropriateness of varieties and quality being grown in the respective
clusters for processing and suggestions for adoption of right varieties.
v. Availability of testing facilities including standalone testing facility in the cluster or
nearby, their utilization and adequacy. Reference will be made with regard to testing
for exports (e.g., MRL levels) of fresh and processed Litchi.
vi. Availability of agricultural markets for Litchi within the cluster & outside, their
utilization for trading of the agricultural produce, adequacy of agri logistics and storage
facilities, containers for handling agricultural produce in such market etc. Evaluation
of the proportion of sale being routed through eNAM and e-commerce platforms and
reasons thereto for slow or high sale as the case may be.
vii. Support being provided by the State and Central agencies across the value chain with
the details of infrastructure and other support being provided.
viii. Details of FPOs, Cooperatives, SHGs and other groups engaged in various
parts/particulars of the value chain of the agricultural produce, their level of operations.
ix. Benchmarking Indian VC with that of competing countries and along with
identification of gaps / inadequacy via VC analysis and participatory approach (PPA)
of infrastructure and assessment of interest of the industry and trade to make
investment in the gaps being identified in the value chain the cluster.
x. Prominent marketplaces in the country and outside where the agricultural produce and
processed food products are being transported and details therein.

1.2 Area Coverage Under the Study / Identified Clusters

Of the 22 listed perishable commodities under the Operation Greens, the current paper present
findings of comprehensive gap assessment study in infrastructure and other facilities for Litchi
in identified clusters (as shown in table 1) for integrated value chain development.

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 Table 1: Production Cluster of Litchi

S. No State Major Production Cluster

1. Bihar Cluster-1-Muzaffarpur, Purbi Champaran,
Vaishali, Sitamarhi, Paschim Champaran

Bihar- Cluster districts

Source: CSRidentity

12 11.2 160
147.7
140
10
120
8
100

6 80

3.82 60 Area ('000 Ha)

4 3.59
Production ('000 Tonnes)
2.31 2.2 40
2 1.52 1.29 1.21
22.13 22.51 1.03 20
17.4
12.05 10.48 8.43 8.670.21 7
0 1.49 0

Study Cluster

Source: Ministry of Agriculture and Farmers Welfare, Govt. of India. (2016-17)

Figure 1 District-wise Area under Litchi production in Bihar

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1.3 Approach & Methodology
1.3.1 Approach

This proposed methodology heavily draws its features from tools developed by UNIDO and
FMC in India. These practicing organizations view that the various stages of cluster
development are not mutually exclusive, and they do often overlap. The chain can be piloted
and implemented alongside three aspects:

• ‘Hardware’: the physical and technical aspects of the supply chain

• ‘Orgware’: the structure and organization of the chain

• ‘Software’: the skills and circumstances of all stakeholders in the chain

Figure 2 Visualization of hard-, soft- and Orgware concept

1.3.2 Methodology

a. Data Collection

The team adopted a ‘multi-method research’ using mixed methods approach for eliciting the
desired information from different stakeholders. The methods include review (literature
review, systematic situation analysis) and descriptive research (survey, face to face discussions,
observations). The Consultants used both primary and secondary research methods to
accomplish in depth study of the markets at different locations.

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 • Structured interviews with • Published data & reports

collection
Secondary data
collection
Primary data

stakeholders available with govt.

• Face to face interviews / Key functionaries, state
Informant Interviews (KIIs) with departments
different govt. officials, • Authentic reports and data
Processors traders, retailers etc. available in public domain /
• FGDs with farmers internet

i. Secondary Research

It comprised of review of literatures (qualitative and quantitative both) such as research papers,
data from government websites etc. The data sources mainly included:

1. International Production
o FAOSTAT
2. International Trade
o CBI EU
o I.T.C
3. India Production
o National Horticulture Board
4. India Trade
o APEDA/Agriexchange
o Department of Commerce & Industry
o DGCIS Annual report
5. Stake data and Information (State and Cluster wise)
o State Government Departments of Horticulture and Industries
o Nodal Agencies for food processing industries.
6. Market Information
o Agmarknet.com

ii. Primary Research

Sampling
The research tools were designed for each stakeholder (Farmers to Market Players, Research
Institutions and Government Bodies)
The stakeholders for face-to-face interviews, KII interviews and FGD comprised of the
following:
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 1. Farmers (Mix of marginal, small, medium and large)
2. Input suppliers
3. Primary Processors (Packhouses, CA Stores, Integrated cold chains)
4. Traders / Aggregators (Pre-Harvest contractors, Aggregators, Commission agents,
wholesalers and distributors)
5. Logistics providers
6. Retailers
7. Secondary and Tertiary Processors
8. Brand Owners
9. Market Information providers
10. R&D and extension agencies
The total approved sampling size for the study was 371 samples among which total 312 samples
were covered, major deviation occurred in the traders / wholesalers / commission agents as in
some of the districts they work as a same entity. However, other experts (not included in
original sampling plan) and important functionaries were also contacted and interviewed for
collection of qualitative data.
Note: Cluster sampling details are given in Annexure-III

Primary Survey
The primary survey consisted of, both quantitative and qualitative of the stakeholders of the
Value Chain. The primary data collection tools included structured, semi-structured and
unstructured questionnaires / guidelines. Structured questionnaires (Ref. Annexure III) were
used for conducting the primary research. The purpose of the survey was to assess the ground
realities, gaps, and the needs of the stakeholders. Semi-structured questionnaires (Ref.
Annexure) were used for conducting Key Informant Interviews (KIIs) with retailers, traders,
processors, potential investors and government officials (Ref. Annexure). Unstructured
questionnaires like guidelines or master questionnaires were used for Focus Group Discussions
(FGDs) with stakeholders to understand the litchi market and value chain needs in general.
Key consultations
Meetings with State Governments Departments and Autonomous Bodies of State
Governments related to Industries, Horticulture, Food Processing

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The initiation of study was anchored to the suggestions received from State Government
Departments such as State Agriculture Office, Patna, State Horticulture Mission Office and
Bihar Industry Area Development Authority. The meetings revolved around the discussion on
active schemes and policies in the state which is contributing to the development of
agribusiness and F&V processing. The District Horticulture Officers provided their key inputs
about the production and area involved in Litchi production.

Figure 3: Meeting with DHO, East Champaran Figure 4: Meeting with DHO at Sitamarhi
The data on production and area was collected from each DHOs based on the last survey done
for the same. The aim for the meetings with each DHO was to seek their views and suggestions
individually on the key blocks involved in production and marketing of litchi, progressive
farmers available and working of FPCs in the cluster.
A summary of meetings in the State Government Offices are provided in below table:

Office Official Met Information Collected

State Horticulture Director Discussion on questionnaires,
Mission office, Patna Horticulture cum Information on current schemes
Mission (SHM and policies and its awareness,
Office) & Assistant Suggestions on study plan.
Director
Horticulture
National Research Director - NRCL Confirmation on Sampling of
Centre of Litchi, (Mr. Pandey) Processors, Current Scenario and
Muzaffarpur suggestions.
District Horticulture Asst. Director of Received estimated block wise
Office, Muzaffarpur horticulture. area & Production of litchi in
Muzaffarpur district of year
2020-2021.

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 District Horticulture Asst. Director of Received estimated Block wise
Office, E-Champaran horticulture. area & Production of litchi in E-
Champaran of year 2012-2013.
District Horticulture Asst. Director of Data is not available at DHO;
Office- W. Champaran horticulture. advised to contact each BHO and
same is in process.
District Horticulture Asst. Director of Received data of litchi production
Office, Sitamarhi horticulture. and area of 2020-2021.
District Horticulture Office staff Received data of litchi farmers
Office, Seohar and area under litchi orchard-
2020-2021.
District Horticulture Mr. Vikas (office Received data of litchi production
Office, Vaishali staff) and area of 2020-2021.

Bihar Industrial Area Executive Director Details of the Schemes and/or

Development (Dr. Santosh Kumar Policy(ies) implemented and their
Authority (BIADA) Sinha) suggestions.

A visit to National Bank for Agriculture and Rural Development (FSDD) was made with an
aim to cover the existing development policy and its contribution in value chain development.
The Farm Sector Development Department (FSDD) was created out of NABARD’s erstwhile
Development Policy Department - Farm Sector.
An idea about active scheme and policies was collected to further assess their awareness among
the farmers while field survey.
Meetings with Industry (ies) Anchor (s) and State specific inputs from Industry Anchors

Litchis are harvested at the ambient temperature

of 35 degree Celsius. The produce then goes
through sorting, grading and manual packing in
CFB boxes which is then dispatched to markets,
in normal trucks of 9-10 MT capacity. The
supply chain of litchi goes through numerous
stakeholders.

The consultant has deployed 6 enumerators on

field for collection of information from farmers,
FPOs, Logistic providers, Traders, Wholesalers Figure 5: A Visit to National Research Centre
and other stakeholders. on Litchi

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 b. Data Compilation, Cleaning and Analysis

On completion of survey, data was tabulated and organized into utility manner for further
analysis and working. Information was presented in various formats for diagnostic analysis.
Structured samples covered were further agglomerated into state and cluster wise. To analyse
data, we have chosen to make use of a gap analysis and intervention approach. Gap analysis
and interventions helps to identify internal (value chain) gaps, as well as to recognize broader
external opportunities. By pairing and confronting items within an intervention and action plan
grid, strategies can be developed that can be used for planning and decision making. The gap
analysis also lists interventions with expected biggest impact.

Both primary and secondary data collected were analysed using statistical and other
quantitative and qualitative analytical tools & techniques to arrive at appropriate conclusions.

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2 INTRODUCTION
Litchi (Litchi chinensis Sonn.) is an important commercial crop with a large export potential.
India is the second largest producer of Litchi after China. Other major producing countries are
Thailand, Australia, South Africa, Madagascar and Florida in US. It is a delicious fruit having
aromatic pulp with sweet and acid taste. It is an excellent source of Vitamin C and contains
insignificant amount of fat, cholesterol, protein, pectin and minerals especially calcium, sodium
and iron.
Litchi is a non-climacteric fruit; hence, it is not expected to increase in soluble solids once it
has been picked. Depending upon variety and climate, the fruits contain 60% juice, 8% rag,
19% seed, and 13% skin. The moisture varies from 77-83 per cent with variable level of TSS
(15.90- 20.100 Brix). Fruit is largely preferred as table fruit. It is also used for canning, which
has made its impact in international trade. ‘Litchi Nut’ a dried product of whole litchi fruit is
also potential product worldwide. High quality flavored squashes can be prepared from litchi.

2.1 Global Scenario

The top five world litchi producing countries are China, India, Taiwan, Thailand, and Vietnam.
India and China account for 91 per cent of the world litchi production but it is mainly marketed
in domestic markets. India enjoys a prominent position in the litchi map of the world, in terms
of production. Over the years, India has recorded significant growth in production and
productivity of litchi, though the trend is not consistent.

China is the largest producer of litchi where production season extends from mid-May to mid-
August. India is the second largest litchi producer (accounts for about one-fifth of the global
production) with relatively higher productivity (730,000 MT 92019-20) compared to other
growing regions having production period from the first week of May to the first week of July.
Taiwan is the third largest litchi producer with a production period extending from June to
August. Thailand is the fourth largest litchi producer, with a production season running from
April to June. Vietnam is next in the order having harvesting period from May to June. Other
notable producers include South Africa, Australia, Mexico, Florida, Hawaii and California.
At present, the demand from Arab countries, Europe and USA is continuously increasing.
Vietnam has become the second-largest exporter of litchi despite its smaller output when
compared to China and India. Small reunion islands (Madagascar) are known to export large
quantity of litchi mainly to the EU.
World Trade

The production of Litchi is comparatively lower than other horticultural crops. Therefore, it’s
international production and trade data is not available separately. The world trade in Litchi
has been clubbed with other crops such as Tamarind, Cashew Apple, Jackfruit, Passion Fruit,
Plum, etc. in the report by CBI European Union.

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The total size of the European import market for litchi is estimated at around 20,000 to 25,000
tonnes annually. Madagascar is by far the biggest supplier of litchi to Europe, with an exotic
fruit supply (mostly litchi) of 15.5 thousand tonnes in 2017. Most of this supply was destined
for France.

The trade volume of fresh litchi within Europe consists mostly of re-exports from Belgium and
a smaller volume from the Netherlands. The Netherlands and Belgium have several specialist
importers of exotic fruit that supply wholesalers and retailers throughout Europe. Spain also
appears among the more significant and growing exporters in Figure 3, in spite of not trading
much litchi volume. In the case of litchi specifically, France has actually more export potential
than Spain.

Figure 6: EU imports of Litchi, Cashew Apple, Tamarind, Plum, Jackfruit, Passion Fruit, Carambola,
etc.

Figure 7: Main European exporters of Fresh Litchi, Cashew Apple, Tamarind, Plum, Jackfruit,
Passion Fruit, Carambola, etc. to European and Non-European countries.

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2.2 Indian Scenario
Litchi is commercially grown in several parts of India, the principal areas being Muzaffarpur
and Darbhanga (Bihar); Hooghly (West Bengal); Assam; Saharanpur (Uttar Pradesh),
Dehradun (Uttaranchal); Tripura; Maharashtra and Punjab.

Bihar is the leading state in litchi production. It accounts for 35% of total production of India.
The leading producer of litchi in Bihar is Muzaffarpur at 1.48 lakh tones (48 percent %) of the
total litchi production in Bihar.

Table 2 Percentage share of different states in Litchi Production (2015-16)

Sr No. State Production (000 Share (%)

Tonnes)
1 Bihar 198.00 35.43
2 West Bengal 75.28 13.47
3 Assam 49.60 8.88
4 Chhattisgarh 45.38 8.12
5 Jharkhand 40.01 7.16
6 Uttar Pradesh 35.87 6.42
7 Punjab 34.88 6.24
8 Uttarakhand 23.74 4.25
9 Orissa 20.32 3.64
10 Tripura 20.32 3.64
11 Himachal Pradesh 6.07 1.09
12 Nagaland 3.54 0.63

13 Jammu & Kashmir 2.25 0.40

14 Haryana 1.84 0.33
15 Mizoram 1.63 0.29
16 Sikkim 0.30 0.01

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 Source: apeda.in

Figure 8: Comparison of Productivity of Different States

The productivity of litchi in the last three years averaged to 8.52 tons per hectare in Bihar which
shows a large scope of improvement when compared to West Bengal, Assam and Jharkhand.
The improvement in production quantity and quality is anchored to the training to the farmers,
upgrading the post-harvest infrastructure and accessibility of the fresh produce to the markets.

Litchi start ripening from mid-April in Tripura and harvest season lasts in other states up to
end of June, thus giving enough time to exploit litchi importing countries market.

Figure 9: Peak Season of Litchi in Different States

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Export and Import
India’s exports have been growing steadily, both in value as well as volume terms, as shown
in the table below. India exports mainly to Nepal, Qatar, UAE exporting about 90 MT of the
Litchi annually (2020-21) valued at INR 36 lacs.
Table 3: Indian Export of Litchi Products
2018-19 2019-20 2020-21
Country Qty (MT) Rs. Lacs Qty (MT) Rs. Lacs Qty (MT) Rs. Lacs
Nepal 138.15 48.53 126.58 35.67 88.28 33.99
Qatar 1.74 2.76 0.54 0.5 0.55 1.21
United Arab 10.46 56.87 6.69 8.49 0.99 0.73
Emirates
Maldives 0 0 0 0 0.19 0.07
Baharain Is 0.79 1.83 0.24 0.1 0 0
Bhutan 1.5 1.82 0 0 0 0
Brunei 0.08 0.17 0 0 0 0
Canada 0.01 0.01 0.15 0.1 0 0
Germany 0 0 0 0 0 0
Kuwait 0.19 0.39 0 0 0 0
Lebanon 0 0 0.02 0.01 0 0
Malaysia 0 0 0 0.01 0 0
Norway 0.02 0.08 0 0 0 0
Oman 5.76 23.06 0 0 0 0
Saudi Arab 0.67 1.45 0 0 0 0
Singapore 0.49 0.23 0.13 0.03 0 0
UK 0.11 0.07 0.91 0.83 0 0
Total 159.97 137.27 135.26 45.74 90.01 36
Source: DGCIS Annual Export

Export of processed litchi is not significant in numbers. However, litchi in the form of pulp is
exported to various countries for further value addition. Even litchi stored in syrup is exported
for consumption. Export of processed litchi is not separately reported in official statistics, and
it would be reasonable to conclude that these are negligible.
In last three years, India imported mainly to three countries namely Mauritius, South Africa
and Thailand importing about 6.5 MT of litchi worth about Rs. 6.63 lakhs as shown in the table.

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 Table 4 Indian Import of Litchi Products

2018-19 2019-20 2020-21

Country Qty Rs. Lacs Qty Rs. Lacs Qty Rs. Lacs
Mauritius 0 0 0.96 1.01 2.88 3.13
South Africa 0 0 0 0 1.32 0.79
Thailand 1.28 1.55 0.07 0.15 0 0
Total 1.28 1.55 1.03 1.16 4.2 3.92
Source: DGCIS Annual Import

2.3 Cluster Scenario

According to the Directorate of Horticulture (DoH) database, Litchi is produced in 27 districts
in Bihar. Out of these, five districts have been selected for the study.
2.3.1 Area, Production and Productivity

The major litchi producing districts in Bihar include Muzaffarpur, Vaishali, East Champaran,
Sitamarhi, West Champaran and Samastipur. Muzaffarpur is the largest litchi producing district
with a production of 147,740 MT followed by East Champaran at 22,510 MT and Vaishali at
22,140 MT. Sitamarhi and West Champaran have a production of 17,510 MT and 12,960 MT
respectively. Table 5 provides data on area and production of litchi in five litchi producing
districts in the cluster.
Table 5 Area, Production and Productivity of Cluster
Area (‘000 Hectare), Production (‘000 Tonnes) and Productivity (‘000 MT/’000 Ha)
Bihar 2019-20 2018-19 2017-18
District Area Production Productivity Area Production Productivity Area Production Productivity
Muzaffarpur 11.18 147.74 13.21 11.2 147.7 13.1875 10.1 132.69 13.13
Purbi (East) 3.6 22.51 6.25 3.59 22.51 6.27 2.51 15.41 6.13
Champaran
Vaishali 3.84 22.14 5.76 3.82 22.13 5.79 3.7 21.67 5.85
Sitamarhi 2.33 17.51 7.51 2.31 17.49 7.571 2.31 17.49 7.57
Paschim 2.21 12.96 5.86 2.2 12.05 5.47 2.15 11.77 5.47
(West)
Champaran
Cluster 23.16 222.86 9.62 23.12 221.88 9.59 20.77 199.03 9.58
Total
State Total 36.15 307.88 8.51 35.81 307.58 8.58 33.3 282.27 8.47
Cluster vs 64% 72.38% 113.09% 64.56% 72.13% 111.73% 62.37% 70.51% 113.04%
State
proportion
Country's 96 730 7.60 96 721 7.51 92 686 7.45
Total
Source: Economic Survey, 2019-20 & 2020-21, Government of Bihar

2.4 Varieties
The major commercially grown varieties of litchi are Shahi, Early Bedana, Late Bedana and
Bombai. Each of the variety is known for its unique characteristics and hence is utilized for
varied purpose. The varied characteristics of different commercially grown varieties are shown
in table below:
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 Table 6: Commercial Varieties and its characteristics

Variety Characteristics
Shahi Fruits are globous- heart or obtuse in shape. The colour is rose madder
and fuchsia purple background with red tubercles at ripening and the
weight ranges from 20-25 gms. with T.S.S. of 19-22° brix.
China Late maturing, oblong to conical shaped fruit with dark pink colour skin,
weight: 20-25 g, aril sweet juicy aroma with excellent quality, heavy
yielder, resistant to fruit cracking and sun burning.
Kasba Mid-late maturing, shape: oval to round with deep red skin colour, weight
22-25 g, high yielder, resistant to fruit cracking and sun burning.
Early Bedana Fruits are oval or heart shaped. The colour is uranium green with carmine
red tubercles at maturity and the fruit size is medium, weight ranges from
15 to 18 gms. with T.S.S. of 17.2-19.8° brix.
Late Bedana Fruits are conical in shape. The colour is vermilion to carmine with dark
blackish-brown tubercles at maturity and the fruit size is medium, with
T.S.S. of 18-20° brix.

In Bihar, major grown varieties are Shahi and China. Shahi is the most popular and best variety
because of its delicate aroma and flavour. Shahi showed good performance in all the aspects
such as flavour, taste, aroma and other quality parameters with excellent market demand.
Shahi litchi was the fourth agricultural products to get GI certification from Bihar in
2018. It matches with the top varieties of the world in terms of productivity. However, due to
poor management of orchards, quality of this litchi gets deteriorated in terms of aroma and seed
pulp ratio.

Table 7 Varietal Distributions of Litchi in Different States in India

States Varieties
Bihar Deshi, Purbi, China, Kasba, Bedana, Early Bedana, Late Bedana,
Dehra Rose, Shahi, Manragi, Maclean, Longia, Kaselia and Swarna
Rupa
Uttar Pradesh Early Large Red, Early Bedana, Late Large Red, Rose Scented, Late
Bedana, Calcuttia, Extra Early, Gulabi, Pickling, Khatti, Dehra Dun,
Piyazi
West Bengal Bombai, Ellaichi Early, China, Deshi, Purbi and Kasba
Haryana /Punjab Early Seedless, Late Seedless, Seedless-1, Seedless-2

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 Figure 10 Litchi Varieties as per NRCL

2.5 Current Value Chain

2.5.1 Primary Value Chain as understood by Preliminary Primary Survey (Traditional Value
Chain)

Fruits are graded mostly based on colour and size, as well as any damage or injury to the fruit.
Damaged and cracked fruits are often sorted, while the rest are wrapped in a bunch with twigs
and leaves. The type and size of packaging is decided based on the market demand and supply.

Litchi is usually packed in wooden boxes that are lined with dried litchi leaves to cushion the
product. Plastic boxes are also used by some producers. Mostly, traders provide the necessary
packing materials. In case of pack-houses, which supply to premium markets, the packing
material is usually procured from suppliers based out of Delhi and Kolkata on order basis and
is usually branded as per traders/processors requirement.
The role played by actors across the value chain is as follows:
1. Growers: The farmers cultivating litchi in the region are mostly small and marginal with
average landholding size upto 2.84 acres. The litchi growers are responsible for
establishment and maintenance of the orchards including farm operations as soil
preparation, planting, nutrition management, irrigation, etc. Majority of surveyed farmers
in the district lease out their orchards to contractors at the time of flowering or early fruiting
stage in month of January/ February, who then carry out the remaining operations including
harvesting and post-harvest activities such as sorting, grading, packing and transportation.
The cost of these operation in such case is borne by the contractor. Some of the farmers in
the region also tend to directly sell the produce themselves into the local market, in such
scenario growers also carry out other farm operations including harvesting and post-harvest
management. Some of the farmers also reportedly supply to the processors operating in the
25 | P a g e
 region. Various state Govt. Agencies are also promoting FPOs in the studied region under
rural livelihood promotion schemes.

2. Pre- Harvest Contractors: Pre harvest contractors are also known as Vyapaari in local

Figure 11: An orchard with proper Figure 12: A pre-harvest contractor

management pruned trees, land de-grassed with poor managed orchard (land
and ready for manuring as per preparation not prepared, no manuring yet for
required for next season; Bargawan, season 2022); Digha; Vaishali-
Muzaffarpur. Samastipur Border.

regions of Bihar. They have a verbal contract with multiple farmers (10 to 15 farmers) to
manage their farms. This contract also known as Pre-Harvest Contract is considered valid
for 1 to 3 years as mutually decided between farmers and Pre- Harvest Contractors.
Management of farms as per contract includes complete maintenance of farms including,
land tilling, manuring, pest and nutrient management, pruning, light & shade management,
harvesting, hiring labors for orchards are done on their own cost. The Pre-Harvest
Contractors are, hence, more active than the farmers themselves, who are the primary
orchard owners. This sometimes led to poor management of orchards.

As pre-harvest contractors are handbound to not to prune trees which is necessary to

maintain required sunlight which in result facilitate growth. This is because these small less
informed farmers believe pruning as simply cutting of trees and hence loss of produce. The
pruning also is necessary to maintain suitable height of the tree to facilitate easy and smooth
harvesting without harming the trees and fruits while plucking.

The Pre harvest Contractors also do not maintain orchards consistently every season, but
their decision is based on the harvest of last season. The quality of the produce and probable
scope of harvest in next year is based on last year’s performance of the orchard. There are
very few farmers also called as progressive farmers who are owning the orchards and their
harvest. They incur all the management cost and hire labour by themselves for activities
like pruning, manuring and spraying for insect and pest management.
26 | P a g e
 Pricing terms in Pre-Harvest Contract: There is a verbal contract between farmers and
PHC (vyapaari) based on the fruiting and condition of trees. The average rent paid to the
farmers are INR. 2000 per tree for one season. The farmers are paid in advance with some
percentage of total amount mutually decided. Remaining amount is paid after the harvest
or sale of produce. The farmers gain the fixed amount as per verbal agreement and is not
anchored to any loss or profit incurred differently in different season. Any kind of gain or
loss is absorbed at PHC’s level. A deeper probing is going on. Our survey team has been
deployed on field for having FGDs and one to one interview with farmers and PHCs in all
5 districts.

3. Commission Agent: They are mainly placed in mandis and provide credit to pre-harvest
contractors, which in turn provide advance payment to farmers. Since they bear financial
risk as well as facilitate trade between contractor and wholesaler, they charge a
commission. The commission charged ranges 10% of total sales in Azadpur Mandi, New
Delhi and Lucknow Mandi.

In Muzaffarpur district, majority of Pre-Harvest Contractors also act as commission agents

or are directly associated with Unique foods (the only processing plant in Muzaffarpur
Vicinity) and supply all the produce to the unit.

4. Wholesaler/Traders: They are placed in mandi and distributes the produce to domestic
market. Wholesalers usually deal with large volumes. Generally placed in Mandis they deal
with produce reaching at the mandis by aggregators or farmers directly. The sale of litchi
is done by auction process in the presence of the farmers/ aggregators. Farmers are paid as
per mutual discussion between wholesaler/Traders and producer / aggregators.

Figure 13: Wholesale Mandi in Bazaar Samiti, Patna

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2.5.2 Secondary Value Chain

Secondary value chain involves the sorting, grading, packaging and marketing of the produce.
Litchis are sorted/ graded manually at the pack house. The best grade meant for fresh market
goes for fumigation and the rest goes for peeling. As litchi is highly perishable, the pack house
operators crop to various markets as soon as possible. The cold stores are mostly used by pack
house operators for transit purpose. Pack house operators procure Litchi either through the pre-
harvest contractors or directly from the farmers. The operators have marketing linkages with a
few processing units.

Figure 14: Secondary Value Chain

As reported by Commission Agents (Adithya’s), the charge for cold storage is INR 40 per
month. However, there is no compensation if the products quality is deteriorated by
mishandling or bad housekeeping in the agreed days.
Some of the cold storages surveyed are:
1. Hajipur cold storage, Hajipur
2. Aneesabad Cold storage, Patna
3. Noor Cold Storage, Patna
4. Unique Foods (Kedia Fresh)
5. RB Cold Storage, Motihari
6. Ranjit Cold Storage, Muzaffarpur

2.5.3 Logistics

For maintaining the supply and demand balance, proper post-harvest processing and
transportation of goods from farm gate to market is essential. Most of the time, the farmers,
28 | P a g e
wholesalers and traders arrange for their own transportation or transport their produce with
help of some transportation agencies (pickup) and Mini trucks. Logistics in the Litchi value
chain includes road and rail transportation. Distribution of Litchi mainly relies on pickups. As
such, a typical supply chain goes from the farmer to the aggregator, then to mandi or to the
distributor via mini truck transportation, and finally to the retailer.

Rail Logistics: In domestic marketing, a typical supply chain goes via road or air
transportation, and in export marketing, the supply chain goes via air or water transportation.
Nearest station for evacuation is only Samastipur and Pusa which are distant from the
production areas. Hence, there is no rail logistics available nearby for transporting Litchi in the
cluster.

2.5.4 Details of Secondary Processing facilities in Bihar

At current, there are only three processing units

in Bihar:

• Falcon Farm Fresh started in 2021 Barauni

for pulping.
• Amrapali Processing unit, Hajipur.
• Unique Foods (Kedia Fresh), Patahi,
Muzaffarpur manufacturing multiple
products such as pulp, concentrate and raw
materials for confectionaries. Figure 15: A processing unit at Patahi,
Muzaffarpur
Apart from processing unit, Farmer Producer
Organizations are also involved in aggregation, marketing and processing of Litchi. An FPO
formed under the umbrella of JEEViKA, Bihar are actively involved in pulping and
manufacturing RTS products prepared from Litchi for e.g., Squash. The FPO take processing
unit on contract basis with INR 86/ litre as processing cost. The packaging materials is arranged
by the FPO itself. (Current price of packaging material INR 13 per bottle).

Figure 16: Locally Processed Litchi Squash under JEEViKA

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2.5.5 Details of Tertiary Processing facilities

According to the primary survey, it was reported that most of the fruit's output is consumed
fresh, while a small percentage is processed into other products in the cluster. Recently, Kedia
fresh has undergone trials of dried Litchi peel powder that can be used as cattle feed.

2.5.6 Marketing Channels and Infrastructure

Some common marketing channels for marketing of litchi have been identified as follows in
across the sample districts:

Channel I: Growers ---- Pre-harvest Contractors (PHC) ---Wholesale Buyers --- Retail
Traders --- Consumers

Channel II: Growers ---- Wholesale Buyers ---- Retail Traders ---- Consumer
Channel III: Growers ---- Pre-harvest Contractors ---- Wholesale Buyers (Through
CA) ---- Retail Traders - --- Consumer
Channel IV: Growers ---- Pre-harvest Contractors ---- Commission Agents ---- Retail
Traders ---- Consumer
Channel V: Growers ---- Pre-harvest Contractors ---- Middlemen ---- Export
Merchants
Channel VI: Growers ---- Pre-harvest Contractors ---- Processing Industry
Channel VII: Growers ---- Processing Industry
In context to market infrastructure, it is notable that various initiatives have been taken up by
Central as well as State agencies to improve the litchi value chain. APEDA is in the process of
creating required post-harvest infrastructure for promoting litchi exports from the state. Such
infrastructures would include pack houses. Apart from these infrastructures, Govt. of Bihar is
also providing grant assistance for creation of processing and value addition infrastructure
under its Industrial Incentive Policy 2016. The policy has identified litchi processing as one of
the thrust areas.
2.5.7 Surplus Availability

It is notable that majority of the produce is sold in the market for fresh consumption. Only
about 30% of the production is available for secondary and tertiary processing, out of which,
only about 50% is being processed. Thus, there is a potential of linking processing sector with
farmers for better value addition.

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 Table 8: Surplus Calculation in the Cluster

Component Quantity (MT)

Total Litchi production in the Cluster 222860

Post-harvest losses and wastage (5 % of Total Production) 11,143

Marketable Surplus (95 % of Total Production) 211,717

Total Litchi Available for direct sale to market {A Grade Litchi 84,686
(40 % of Marketable Surplus)}

B Grade Litchi (30 % of Marketable Surplus) 63,515

C grade Litchi (30 % of Marketable Surplus) 63,515

Litchi availability for processing (C Grade Litchi) 63,515

Source: GAPL Analysis

2.5.8 Market Competitiveness

Competitiveness of Indian fresh Litchi and Litchi Juice with pulp can be understood by way of
comparison of price build-up of domestic produce with that of imported one.
Comparison of prices of domestic and exported Litchi
Origin Wholesale Price (INR) Retail Price
(INR)
Domestic Rs. 40-80 per Kg 50-150 per kg
Exported (FOB) Rs. 120-150 per Kg 150-300 per kg

Following is the comparative pricing of Domestic and exported Fresh Litchi along with
domestic and imported Litchi juice with pulp.

Fresh Litchi Exported (Nepal, UAE, Qatar)

Cost Head Unit Total Cost (INR)
Export CIF 2 Kg box 125-150 (FOB)
Logistic Kg 15
Packaging Kg 20
Total price of exported Litchi Per box 250-300
Price of 1 kg exported Litchi Per Kg 125-150
Domestic Shahi Litchi
Wholesale price of Litchi (Domestic) 2 kg box 160
Price per kg 80
Litchi Juice with pulp Processing Cost Domestic
Cost Head Unit Total Cost INR
Raw material cost for @ INR 28 per Kg 2.5 Kg 70
Direct cost (Energy, labour, consumables) Kg 12
Packaging cost of Litchi Juice with pulp Kg 12
Inland Transportation and other expenses Kg 10
31 | P a g e
 Total Processing cost of Litchi juice with
pulp Kg 104

Import of Litchi juice with pulp (Vietnam, China)

CIF at Indian Port (ZAUBA) Kg 50
Import Duty 36.5% 18.25
Other expenses 5% 2.5
Total cost of imported Litchi juice with pulp in
India 1000 ml 75
Source: GAPL Analysis

In case of Litchi juice concentrate the raw material price varies from INR 22-28 per kg in Bihar,
but we have taken INR 28 for calculation of cost. Imported Litchi juice price is lower than
domestic production cost as may be seen from the table above. The main reason of higher price
of production Litchi juice is higher cost of raw material, low juice and TSS as we use culled
fruit whereas internationally special plantation of processable varieties have been developed.

2.6 Active FPOs, SHGs, Cooperatives

There are number of FPOs, SHGs and cooperatives formed in Bihar with support of different
financial institution and NGO (JEEViKA, Bihar) and state schemes and policies. There are
only few FPOs / FPCs / Co-operatives active in Litchi in the selected cluster. These
organizations can be promoted for to have value addition facilities with some assistance and
handholding. Also, there are a large number of SHGs in most of the districts of cluster, but
these are not exclusive to Litchi. Therefore, FPOs and SHGs shall be promoted to involve in
litchi value chain.
Table 9: FPOs / FPCs / Cooperatives / SHGs in the Cluster

District No. of FPOs / FPC No. of SHGs

Cooperatives
Muzaffarpur 7 48136
Purbi Champaran 16 51546
Paschim Champaran 3 38659
Sitamarhi 3 36662
Vaishali 7 30041

NABARD plays a vital role in the promotion of FPOs. NABARD follows Producer
Organization Promoting Institution (POPI) based funding where they support POPI as a brand
for promotion of FPO. They decide on grant distribution based on share capital of FPO with a
cap of 12 Lacs for primary processing.

As of now, NABARD (FSDD) is associated with POPI- Suman Vatika and Samadhan Kendra
which supports FPOs in primary processing of fruits such as Litchi, Mango and Guava. Below
FPOs are being supported by POPIs such as Suman Vatika and Samadhan Kendra in Vaishali
and Muzaffarpur.

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 Table 10: List of active FPOs in Agriculture
S.No. POPI Name FPO Name District Activity

1. Samadhan Kendra Sursati Agro Producer Vaishali Mixed cropping

Company Limited of wheat and
grams
2. Suman Vatika Farm to Fork Farmers Hajipur Mango & Litchi
Producer Company
Limited
3. Suman Vatika Farm Fresh Farmers Vaishali Litchi
Producer Company
Limited
4. Suman Vatika Green Fresh Krishak Vaishali Corn
Producer Company
Limited
5. Suman Vatika Farmers Solution Vaishali Litchi and
Producer Company Banana
Limited
6. Suman Vatika Green Fresh Farmers Vaishali Litchi &
Producer Company Vegetable
Limited

Under PMFME Scheme, the state office reported numbers of potential investors (including
farmers, processors and FPCs). As per the report, total number of 71 potential investors have
been identified as given in annexure I.

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 2.7 Schemes / support from Government (Central, State Agencies)
Schemes from • PM Formalization of Micro Food Processing Enterprises Scheme
Central Government • An initiative by NABARD FSDD
• Central Sector Scheme – “Production Linked Incentive Scheme for
Food Processing Industry (PLISFPI)”
• Mission for Integrated Development of Horticulture (MIDH)
• Central Sector Scheme of financing facility under ‘Agriculture
Infrastructure Fund’
• Promotion of FPOs / FPCs by Small Farmers’ Agri-Business
Consortium (SFAC) - Equity Grant and Credit Guarantee Fund
Scheme (EGCGFS)
• Integrated Scheme for Agricultural Marketing (ISAM)
• Integrated Post Harvest Management
• Sub - Mission on Agricultural Mechanization (SMAM)- Farm
Mechanization
• Weather Based Crop Insurance Scheme- Ministry of Agriculture &
Farmers Welfare
• Schemes Under Ministry of Food Processing Industries
- PMFME
- PLISFPI
- PMKSY
Schemes from State • Bihar State Production Division Scheme
Government • Bihar Agri Investment Promotion Policy, 2020

Note: Details of schemes / incentives provided by State & Central Govt. are attached in the Annexure
4.

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3 STAKEHOLDERS SURVEY AND GAP
ANALYSIS
3.1 Framework of Detailed Value Chain Survey

To understand in detail the gaps in infrastructure for the development of potential Value
chain for Litchi in the given cluster.

3.2 Analysis

3.2.1 Production Related

The average landholding size of litchi grower in the study area is estimated about 2.84 acre. Of
the surveyed farmers, 42% were reportedly marginal farmers (less than 1 ha o4 2.5 acres);
39.6% small (1-2 ha), 18.2% semi-medium (2-4 ha). None of the surveyed farmers had more
than 4 ha of land. The proportion of larger orchards was found to be higher in Muzaffarpur
district.

S.No. Category Operated Area % Of farmers from

sample
1. Marginal Less than 1 ha. 42%
2. Small 1-2 ha. 39.6%
3. Small-medium & 2-4 ha. & 18.2%
Medium 4-10 ha -
4. Large More than 10 ha. -

3.2.2 Availability of on farm infrastructure

For temporary storage of the produce, an on-farm infrastructure is required. According to the
surveyed farmers, it was found that only 32% of the total surveyed farmers owned temporary
on-farm facilities like sorting, grading, packing etc. while 68% of the farmers do not have any
temporary on-farm facility. Such farmers need facilities near to their farms for better
facilitation of the value chain and reduction of any post-harvest losses.

ON FARM TEMPORARY
STORAGE

32%
No
Yes
68%

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3.2.3 Packaging being adopted

Type of packaging used for Litchi is also an important aspect as the fruits are transported to
local & distant markets and therefore needs to be protected from any damage or losses.
To ensure prevention from any such losses, packaging material like wooden box, plastic crates
etc. are used by the farmers. As per the survey, 92% of the farmers stated that they use good
quality wooden baskets followed by 6% farmers who sell their produce in plastic crates/boxes.

Type of container used for packaging.

wooden baskets

Plastic crates and wooden baskets

Plastic boxes

wooden Baskets+AM221:AM247

Plastic crates and wooden baskets

and Plastic bags

3.2.4 Marketing of produce

Farmers market their produce through different modes such as pre harvest contract, direct sale
to wholesale market, aggregators and local traders. It was observed that most of the respondents
i.e 96% farmers directly sell their produce to nearby wholesale market followed by 2% farmers
sell their produce on contract basis. Since, very few processing facilities are available in the
identified clusters there are quite a smaller number of farmers who sell their produce directly
to the processors.

3.2.5 Logistics

Logistics/Transportation owned by the surveyed farmers generally includes mini trucks,

pickups and tractors. 53% of the farmer depend on pickup while the other 27% rely upon mini
trucks. A small percentage of surveyed farmers rely upon tractors and trailers.

36 | P a g e
 MODE OF TRANSPORTATION

7% Pickup
7%
6% Mini truck

53% Mini truck/Trailer

27% Truck
Tractor/Pickup

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4 CLUSTER SPECIFIC GAPS AND PROPOSED
INTERVENTIONS
Bihar is largest litchi growing state of India, the following actions can improve cultivation,
production, primary processing, and secondary processing:

1. Rejuvenation of Old and Senile Orchards and High-density Plantations: There is lack
of know-how, technology and infrastructure. Therefore, there is a need to rejuvenate
senile orchard and introduction of high-density plantations in the cluster with improved
varieties. Research into improvement of varieties and package of practices should be
taken up.

2. Strengthening Research and Development: During survey, it was found that farmers
and labours have lack of skill for better handling of litchi fruit, and they don’t get proper
training for intercultural practices and as a result, not only the productivity but also the
quality of the fruit has declined even the best variety, Shahi has deteriorated over the
years. ICAR has established National Centre for Research for Litchi at Muzaffarpur, but
it is inadequately staffed and is not able to carry any R&D and extension activities.
Therefore, NRC Litchi should be strengthened (as NRC Grapes, Pune has done for
Grapes).

Many international institutes in Israel, Thailand and France have developed many
technologies and standardized practices for quality production of fruits, standardization
of post-harvest protocols and value-addition. It is suggested that NRC may jointly
undertake the programme for improvement of quality of fruit and standardization of post-
harvest protocols including processes for non-sulphitation treatment for shelf-life
enhancement. Consultants from the (from France / Israel) may be invited if necessary
(“Cirad” type).

3. Management of Pest and Diseases: Different diseases and pest cause heavy damage to
litchi crop at different stages, including vegetative stage and storage. Proper management
of hygiene and clean cultivate the orchard. Remove the fallen fruits (mummies) from the
orchard. Ploughing destroys the carryover of pests to the next crop. More trainings on
pruning, weed management and IPM. Pheromone traps to be introduced. Increase the
acceptance of micro irrigation among cultivars, orchard owners.

4. Proper Post-Harvest Management Practices: Litchi is a highly perishable commodity

and is harvested during peak summer. In order to improve its shelf life, the product must
be properly handled after harvesting. However, no such facilities are available at farm
level not even storage and handling of fruit in plastic crates which is very common in
many other commodities like Apple and LITCHI. This results in damage to the fruit and
post-harvest losses. MIDH scheme being implemented by the State Horticulture
Development Society has provision for funding on-farm handling infrastructure such as
38 | P a g e
 storage and packing shed, plastic crates etc. The farmers may be provided information
and knowledge to avail the assistance.

5. Integrated Packhouse Facilities with Sulphitation: Majority of produce is being

marketed without any post-harvest treatment and primary processing as there are limited
Integrated Packhouse facilities in the cluster. One of the most effective system for
enhancement of shelf life and stock deterioration of quality during marketing process is
post-harvest treatment consisting of Sulphitation, pre-cooling, cold storage and
temperature-controlled transportation. This can be achieved by setting up a series of
integrated packhouse facilities. With this sulphitation and cold chain technology, shelf-
life for upto 3 months could be increased which will be helpful in expansion of marketing
window from 3 weeks to almost 4 months. This will also facilitate exports.

Sulphitation is carried out by fumigation of sulphur dioxide gas in a closed chamber for
45 min. Litchi fruits are kept in closed chamber. Sulphur dioxide gas is produced by
igniting pure sulphur powder at the rate of 300 mg sulphur per kilogram fruits.

The proposed pack house facilities will include:

o Building
o Sorting & Grading line with adjustable capacity of 1 - 2 tonnes/hour.
o Sulphitation chamber (5 MT/batch)
o Pre-cooling Chamber (02 No.) (6 MT each)
o Cold Store– (01 No.) (50 MT)
The same facility except for sulphitation chamber can be used for packing Parval and
Corn on cob for distant metro markets like Delhi, Mumbai etc. and seasonal vegetables
for regional markets like Patna and Kolkata to enhance its viability and ROI. The
establishment of this primary processing centre will cost Rs. 3 crores.
6. Integrated Packhouse Facilities with New Innovative Israeli Technology: Acid Dip is
a new innovative technology developed in Israel. In this technology, acid solutions i.e.,
Oxalic acid (0.25%,1%,5%,10%), Nitric acid (0.5%,1.5%), Phosphoric acid (4%,6%,8%)
and salt solution i.e., Calcium Nitrate (2%,3%) are prepared in distilled water. Litchi fruits
are steeped in these solutions as per the treatment and fruit to solution ratio was 1:3.
Vietnam is using this technology and has become the largest exporter in the world even
though the production is much less than India and China. With this innovative technology,
shelf-life for upto 3 months could be increased without any colour change and the outer
appearance becomes eye-appealing. So, it is highly recommended technology to improve
the shelf-life and freshness and therefore can be exported.
The proposed pack house facilities will include:

39 | P a g e
 o Building
o Sorting & Grading line with adjustable capacity of 1 - 2 tonnes/hour.
o Acid dip chamber (5 MT/batch)
o Pre-cooling Chamber (02 No.) (6 MT each)
o Cold Store - (01 No.) (50 MT)
The same facility except for acid dip can be used for packing Parval and Corn on cob for
distant metro markets like Delhi, Mumbai etc. and seasonal vegetables for regional
markets like Patna and Kolkata to enhance its viability and ROI. The establishment of this
primary processing centre will cost Rs. 5 crores.
7. Farm level Sulphitation Chambers: The basic treatment for shelf-life enhancement is
Sulphitation of the fruits. In this process, litchis are stored in a heap either in a chamber
or under tarpaulin and Sulphur is burnt on the four corners of the heap and produce is kept
in closed condition for 45 minutes. This treatment enhances shelf life by a couple of weeks
but have one defect that the treatment discolors the fruit, but the pink color is regained to
a great extent. This type of chambers can be established at the farm gate level or at village
level as community treatment centres each costing Rs. 25 lakhs. 10 Sulphitation units of
20 MT capacity could be set up at each district of the cluster.
8. Processing facilities with Freezing Technologies: As mentioned earlier, only about 25%
of the total produce is available for processing but the processing capacity is miniscule
estimated to be less than 2%. More processing units need to be established to take
advantage of available surplus fruit for higher value realization and creation of
employment opportunities. There are three processing systems, one consisting of low
technology manufactured of pulp and whole litchi packed in cans or large plastic
containers preserved with permitted preservation agents. The second technology is having
a complete automatic line with aseptic filling system and the third system is freezing the
finished products at -20 o C. In this case, the pulp is frozen with Blast freezer or Plate
freezer. Frozen litchi is preferred because the texture and aroma of the fruit remains intact,
and it can be stored for more than 6 months. Some potential investors pointed out that
currently frozen technology is preferred in the market and the same facility can be used
for processing other products like Mango, Guava, Banana, Watermelon, Ginger, Turmeric
in the counter season as such units with frozen technology are expected to be set up more
than the other technologies. The proposed processing line will be established in the
cluster. The proposed processing facilities (100 MT/day) will include:

o Building
o Washing
o Manual Sorting & Grading line.
o Peeling and Destoning machine (manufactured in China)
o Blanching
o Blast/ Plate Freezer (6 MT/batch)
o Packing
o Frozen Cold Store - (01 No.) (100 MT)
40 | P a g e
 The establishment of this primary processing centre will cost Rs. 12 crores.

9. Processing facilities with IQF technology: The demand of canned and frozen Litchi is
high in foreign countries. But there is no such technology available in cluster region. IQF
technology can help in reducing this gap for trading in export markets. Individual Quick
Freezing (I.Q.F.) is the latest technology available in freezing and with the advent of the
same, it is now possible to preserve and store raw fruit for long time. Litchi processing
plant remains viable for a period of 21 days only since it’s a seasonal activity. Thus, the
plant on availability of 21 days cannot survive. So, the processing facility with IQF
technology can be utilized annually as a multi fruit & vegetable processing facility. IQF
technology can be used to increase the shelf-life of vegetables like Peas, sliced carrot,
Parbal, Corn & Cob and other seasonal vegetables that can be marketed to distant markets
(Patna and Calcutta). The proposed processing line will be established in Bihar which is
one of the major producing zones of Litchi in the State.

The proposed processing facilities (100 MT/day) will include:

o Building
o Washing
o Peeling
o Manual Sorting & Grading line.
o Blanching
o Pre-cooling Chamber (02 No.) (6 MT each)
o Blast freezing/plate freezing
o IQF line (-18oC)
o Packing
o Cold Store - 1 (01 No.) (100 MT)
The establishment of this primary processing centre will cost Rs. 15 crores.

10. Lab facilities: There are limited labs available for testing. For export purpose,
upgradation of existing labs can be set up with advance MRL testing facilities.

11. Logistics: Arrangements for quick evacuation by air or train not available nearby. Nearest
station for evacuation is only Samastipur and Pusa which are distant from the production
areas. Quality deterioration takes place due to lack of logistics support as litchi is highly
perishable. Ensuring the Availability of cargo-based flights to metro cities and
destinations abroad like Dubai, Nepal from Darbhanga and Patna airport. Also, increasing
the airport handling capacity particularly through X-ray machines.

Moreover, Transport subsidy should be provided at appropriate scale for produce to be

carried to port / airport to improve the export market of Litchi.

Reefer vans: Reefer vans are not available in sufficient amount for transportation of
Litchi and reefer vans exclusively for Litchi are not viable in Bihar. Large transporters

41 | P a g e
 are operating PAN India. Thus, they can be associated by large marketing companies in
the area.

12. Promotion of FPOs / FPCs / Cooperatives and SHGs: There are only few FPOs / FPCs
/ Co-operatives, however, large number of SHGs are active in the cluster districts. It has
been observed that existing FPOs / FPCs / Co-operatives lacks in the operational
management and sustainability, hence, it is recommended to strengthen the existing FPOs.
For assuring self-sustainability of organization following points are essential:

a. Development of business plan

b. Strengthen the management practices (to have at least 1 Manager and an Accountant on
roles)
c. Governance of the organization

The summarized analysis of gaps and recommendations in the Cluster is depicted below:

Table 11: Summarized Gap and Recommendations in the cluster

Value Gaps identified Recommended Interventions Remarks / Rationale

Chain
Activity
A large number of • Rejuvenation should be taken Productivity will increase by
orchards have become old up on priority. Department of extensive research
and senile resulting in low Horticulture and ICAR mechanisms.
productivity and should undertake research
deterioration of fruit into improvement of fruit
quality even of the quality and develop
world’s best variety i.e. appropriate package of
Shahi. Need for practices.
rejuvenation.
• NRC in collaboration with
International Expertise
should start research for
improvement of fruit quality.
Pre – Insufficient upgraded Upgradation of existing nurseries Nurseries should be well
harvest nurseries and NHB accreditation be made equipped with protected
management mandatory. facilities and mother block.

Spurious and unlabelled Establishment of laboratories for Regular picking up of

pesticides are sold in the MRL, pesticide and chemical samples from the
market. Departmental quality testing in PPP mode. distributors and getting it
surveillance is poor due to tested will deter dealers to
lack of facilities like good sell poor quality chemicals.
lab for testing quality of
pesticides.

NRC is inadequately NRC Litchi to be strengthened. Farm management practices

staffed For immediate activity for will be improved.
improvement of existing
orchards, international experts /
consultants (from France / Israel)
42 | P a g e
 should be involved (“CIRAD”
type).

Limited plastic crates for More crates should be provided at It will lead to better handling
handling fresh Litchi. the farm level for ease of and transportation.
Most farmers use transportation.
conventional methods like
use of bamboo baskets,
gunny bags etc.

Limited availability of Equip markets with more reefer This will ensure timely
Reefer vehicles vehicles. delivery of the produce.

Logistics Transport Subsidy Transport subsidy should be This will improve the export
provided at appropriate scale for market of Litchi.
produce to be carried to port /
airport for export.

Limited Integrated Establishment of Integrated This will help in higher

Packhouse facilities with packhouses with Sulphitation and value realization for
Sulphitation, pre-cooling acid dip technologies (for short growers.
and cold stores and no duration holding of fruit).
access to new
technologies like Acid
Dip treatment in place of
sulphitation.

Limited Stand-alone Establishment of Stand-alone

packhouse with simple packhouse with
Sulphitation chamber Sulphitation Chamber
(community basis)
Limited processing and Processing unit with Frozen Processing of Litchi will
value addition facilities. facilities (Plate / Blast freezing, encourage farmers to
Post –
harvest IQF). improve farm structure and
Management better quality of produce
and Value through implementing
Addition freezing technologies like
Blast freezers and IQF.

Limited packaging Promotion of packaging units in This will not affect the
facilities in nearby areas. local area. For fruit self-life quality of the produce.
enhancement- Packing
technology innovation (trial on
new technologies- breathing bags
etc.).
Lack of financial support Promoting new state-of-the-art More investors will be
and incentives for setting technologies for large scale attracted to set up processing
up state-of-the-art processing including de-shelling, facilities and growers will
technologies. de-stoning, juice extraction and benefit by selling low grade
preservation (like China and produce to processors at
Thailand) through special reasonable prices and
schemes. system will benefit by way
of reduction of wastages.

43 | P a g e
4.1 Branding of Indian varieties for Processing
Indian Litchi is being sold at much lower value in India whereas imported fruit marketed as
specific brands commands very high price. Indian produce of specific locations such as
Muzaffarpur, etc are quite superior in terms of intrinsic quality and informally retailers sell
good Indian Litchi by specific names such as Shahi Litchi and Tezpur Litchi. Similarly,
varieties such as Shahi and China are also quite different and considered as unique. These
advantages can be harnessed into achieving higher remuneration by launching specific brands.

Marketing under brand, entails that the quality of the produce is standardized so as to have
consistency in supplies, traceability & track-ability and a quality assurance of produce. The
Brands can be owned by the Nodal organisations of the State Governments and will be given
to traders, marketing companies and others under specific arrangements / franchise (meeting
Brand Parameters) by charging fees.
The process will involve:
➢ Formulation of quality standards in tune with international practices and market
requirements
➢ Standardization of packaging and labeling
➢ Formulation of procedure for quality testing for identification of defects & defectives, pest
& diseases, pesticide residues etc.
Designing
➢ Selection of brand name and trademark
➢ Color scheme
➢ Standardization of the brand for bulk and consumer packs
➢ Registration of brand in India and export markets
Brand Promotion
The brand needs to be promoted in the market under the umbrella brand and will involve the
following:

➢ Launching of brand in identified markets

➢ PR exercise to get coverage in local magazines, newspapers etc.
➢ Hiring of self-space in supermarkets and point of sale display
➢ Preparations of promotion literature such as Posters, Stickers, other ‘Point of Sale’
promotion material and a limited campaign on Ethnic TV Channels etc.
Enhancement of Market Competitiveness: Indian processed products are not competitive as
compared to the imported ones. In order to give competitive edge to domestic products, in short
term duty on import of Litchi juice with pulp may be enhanced to the extent of 50-60% as

44 | P a g e
compared to the current level of 37%. In the long run productivity of Litchi orchards need to
be increased to international level and processors may be encouraged to make investment in
processing. Therefore, special incentives like subsidy on capital investment at par with
Sampada Yojana may be given for addition of plant & machinery for processing in the existing
processing units as well as green field projects.

4.2 General Recommendations

1. All green-field large processing units for Litchi should be made eligible for subsidy at the
same rate as available for units in the Mega Food Parks under “Creation / Expansion of Food
Processing & Preservation Capacities (CEFPPC) of Pradhan Mantri Kisan Sampada Yojana
(PMKSY) Scheme”.
2. All packhouses, pre-cooling units should be eligible for financing under the “Agriculture
Infrastructure Fund”.
3. Transport subsidy should be provided at appropriate scale for produce to be carried to port
/ airport for export.
4. The available budgetary funds under integrated cold chain scheme should be enhanced and
more units in the identified clusters should be financed.
5. NRC Litchi at Muzaffarpur should be strengthened with sufficient staff and research grant
(like NRC Grapes at Pune).
6. Production Linked Incentive Scheme for Food Processing Industry (PLSFPI) should be
implemented to facilitate expansion of processing capacity of Litchi under MoFPI.
7. Establishment of ‘Acid dip’ and new Israeli technology ‘IQF’ pilot plant in PPP mode
should be demonstrated by appropriate PSUs of Bihar Government and MoFPI should fund
this as an innovative pilot project.
8. For a more effective and result oriented program, it would be better if it is implemented in
a ‘Mission mode’ in which upfront allocation of funds may be made for all the identified
components in Pre-harvest, Post-harvest, Processing and Marketing and the project is
implemented in a coordinated manner by a single Agency / Department. Since ‘Operation
Green’ is being implemented by the MoFPI, the Ministry may be designated as the
implementing agency and necessary funds may be allocated in its own budget. The level of
subsidies may, however, be kept at par with existing norms.

4.3 Potential Investments

45 | P a g e
 Table 12: Proposed Interventions (Consolidated)

Value Chain Activity Capacity Cost per Remarks

Unit (Rs. In
Lakhs)
A. Production
R&D activities for fruit quality enhancement and - 500 To be implemented
standardization of post-harvest treatment protocols, under MIDH scheme
NRC plus foreign partner like CIRAD
Rejuvenation of senile orchards and high-density - 0.25 / acre To be implemented
plantation under MIDH scheme
Upgradation of existing lab for MRL testing - 600 Export oriented Lab
facilities
B. Post-harvest infrastructure
Integrated packhouse with Sulphitation 30 MT/ day 300 -
Integrated packhouse with Acid Dip (New Israeli 30 MT/ day 500 -
technology to be implemented)
Standalone Sulphitation chamber 20 MT/ day 25 At farm level
C. Processing facilities
Processing plant on frozen litchi, pulp using Blast 100 MT/day 1200 -
freezer / Plate freezer
Processing plant on whole litchi using Blast freezer / 100 MT/day 1500 -
Plate freezer and IQF with de-stoning and de-shelling
machines
Processing Unit with Pulp and RTS drinks 1500 Litres/ hour 600 -

D. Plastic Crates
Crates 10,000/ district 0.275/ crate Facilitation for
transportation

Table 13: Proposed intervention and Investment in Bihar

Project No. of Cost per Estimated Pattern of Mode of Available
components Units Unit Total Assistance Implementati scheme /
Cost (Rs. on Incentives
Crore) Convergence

R&D (NRC / LS 5 Crores 5 100% Government PMKSY / NHB

State sector
Government)

Rejuvenation of 10,000 Rs 25,000 / 25 100% Dept. of MIDH / State

senile orchards acres acre Horticulture Govt.
and high-density funds
plantations

Establishing Hi- 5 1 Crores 5 100% Private Sector MIDH / NHP

tech nurseries / FPOs / SAUs

46 | P a g e
 Capacity Building 36 Rs. 10 3.6 100% FPOs / SFAC EGCGFS
of Litchi Growers Lakhs / FPO (SFAC)
/ FPOs / FPCs /
Co-operatives.

Market Need - 20 100% DAC & FW / GOI / AMIF

Improvement based SAMB

Lab for testing, 1 6 Crores 6 35% FPOs / SAUs / MIDH / NHM /

pesticide, Private sector MoFPI
microbial load and
quality of products

Plastic crates 72,000 Rs 275 / 1.98 35% Private sector MIDH / NHM /
(10000 per district @ 2000 crate MoFPI
on community per FPO /
basis through co-op
FPOs)

Stand-alone 36 0.25 Crores 9 35% FPO / Private MIDH / NHM /

simple packhouse sector MoFPI
with Sulphitation
Chamber
(community basis)

Pack house with 10 3 Crores 30 35% Private sector / PMKSY / NHB /

Sulphitation FPO MoFPI
Chamber,
precooling and
cold store (small
capacity for short
duration holding
of fruit)

Pack house with 10 5 Crores 50 35% Private sector / MIDH / NHB /

Acid Dip system, FPO MoFPI
pre-cooling and
cold store (small
capacity for short
duration holding
of fruit)

Processing Unit 3 6 Crores 18 35% Private Sector MIDH / MoFPI

with Pulp and / FPO
RTS drinks

Processing unit 5 12 Crores 60 35% Private sector MIDH / MoFPI

with deshelling
and deseeding
machine for

47 | P a g e
 frozen pulp (Blast
freezer)

Processing unit 5 15 Crores 75 35% Private sector MIDH / MoFPI

with deshelling
and deseeding
machine and
freezing of whole
fruit (IQF)

Total 308.58 146 Crores

(Subsidy
amount)

Source: GAPL analysis

Proposed Interventions Bihar

(Cluster)
Rejuvenation of Old & Senile Orchards and HP
high-density plantations
Promotion of R&D activities (NRC + CIRAD) HP
Upgradation of labs for MRL testing HP
Promotion of Litchi FPOs / FPCs / Co- HP
operatives*
Setting up of Integrated Packhouse with HP
Sulphitation Chambers
Setting up of Integrated Packhouse with Acid HP
Dip Chambers
Setting up of Standalone Sulphitation HP
Chambers
Setting up of Processing facility with Blast / HP
Plate Freezers
Setting up of Processing Facility with Blast / HP
Plate Freezer and IQF
Reefer Vans HP
LP- Low Priority; MP- Medium Priority; HP- High Priority

48 | P a g e
5 PROPOSED ACTIONS ON WASTE TO WEALTH
Waste Components Generated from Litchi

Litchi seeds and pericarp account for about 19 and 13 %, respectively, of the fresh fruit
weight. In large scale processing industries, the wastes can be utilized for various purposes.
Safe disposal of processing waste is very important to prevent environmental pollution. Litchi
pericarp has the potential for being converted into powder after drying and that powder can be
used as cattle feed. Similarly, Litchi seeds can be treated for making fuel which will help to
make a significant contribution to the energy budget. Both pericarp and seeds can be considered
as an excellent example of tertiary processing.

49 | P a g e
 Part II

50 | P a g e
ANNEXURE I

List of potential investor and farmer

S.N. Name District Designation Contact No.

1 Sudhir Kumar Pandey Muzaffarpur Farmer 8863940200

2 Raj Kumar Kedia Muzaffarpur Processor 9334910514

3 Malti Singh Muzaffarpur Farmer 8864036054

4 Rambabu Sah Muzaffarpur Investor 6203156970

5 Bindeshwar Prasad Sah Muzaffarpur Farmer 8002200570

6 Garib Nath Sah Muzaffarpur Farmer 9931436945

7 Nagina Prasad Yadav Muzaffarpur Farmer 9430291001

8 Md. Shakil Muzaffarpur Investor 7654419621

9 Satyendra Singh Muzaffarpur Investor 9939037511

10 Kundan Kumar Muzaffarpur Investor 7717723038

11 Raj Kumar Muzaffarpur Investor 9973132329

12 Anil Tiwari Muzaffarpur Investor 9955677251

13 Sambhu Tiwari Muzaffarpur Investor 9709473111

14 Krishna Mohan Thakur Muzaffarpur Investor 9546585636

15 Choudhary Rashid Muzaffarpur Investor 9431238204

Hussain

16 Ashish Singh Muzaffarpur Investor 9470027520

17 Rahul Kumar Muzaffarpur Investor 9911238768

18 Amit Kumar Muzaffarpur Investor 7870531045

19 Santosh Kumar Muzaffarpur Investor 7808065630

20 Subodh Kumar Muzaffarpur Farmer 9835042584

21 Nand Kishor Shah Muzaffarpur Investor 9798790513

22 Mukesh Kumar Muzaffarpur Investor 9771387376

23 Vijay Kumar Muzaffarpur Investor 8825393345

51 | P a g e
 24 Bachha Prasad Singh Muzaffarpur Bihar Litchi 8709930081
utpadak Sangh

25 Niraj Naman Muzaffarpur Farmer 9431092106

26 Sahdeo Kumar Muzaffarpur Investor 6204248365

27 Shiv Shankar Bharti Muzaffarpur Investor 8225166190

28 Moti Lal Sah Muzaffarpur Investor 9835051490

29 Avdhesh Kumar Muzaffarpur Investor 7970867848

30 Md. Sahadat Sumera Muzaffarpur Investor 7485834750

31 Md. Tahir Muzaffarpur Investor 9572329551

32 Mahendra Poddar Muzaffarpur Investor 9931664547

33 Arvind Kumar Muzaffarpur Farmer 9631822560

34 Sanjeet Kumar Muzaffarpur Investor 7783095628

35 Naresh Kumar Muzaffarpur Investor 9973389009

36 Birendra Mahto Muzaffarpur Investor 8582091262

37 Md. Nizamuddin Muzaffarpur Investor 9835012528

38 Md. Khalik Muzaffarpur Investor 9801212346

39 Sachindra Prasad Singh Muzaffarpur Investor 8329140296

40 Ashok Kumar Sharma Muzaffarpur Investor 9006474436

41 Vijay Kumar Sahi Muzaffarpur Farmer 9955642118

42 Ranjit Sah Muzaffarpur Investor 9955726960

43 Anil Dev Sitamadhi Investor 9972973022

44 Papu Thakur Sitamadhi Investor 6202594138

45 Niraj Prasad Singh Sitamadhi Investor 9504513626

46 Shishir Sinha Sitamadhi Investor 9582963230

47 Sunil Jha Sitamadhi Investor 8789396827

48 Sanjit Kumar Sitamadhi Investor

Chaudhary

49 Vimlesh Kumar Sitamadhi Investor 6201765949

52 | P a g e
 50 Sambhunath Sitamadhi Investor 9097453546

51 Azad Hind Fpcl Sitamadhi Farmer 9308168743

52 Arvind Chunu Singh Sitamadhi Farmer 9708560560

53 Abhishek Kumar Sitamadhi Farmer 7992478009

54 Ritesh Kumar Sitamadhi Farmer 9525685477

55 Pawan Kumar Sitamadhi Farmer 9123444280

56 Shivshankar Mahto Sitamadhi Farmer 9123136201

57 Alok Kumar East Champaran Investor 6287031668

58 Chandan Kumar East Champaran Investor 9555590872

59 Akhilesh Bihari East Champaran Investor 7992214771

60 Aditya Raj East Champaran Investor 9534850840

61 MUNIF ALAM East Champaran Investor 7462947064

62 ASHA SHARMA East Champaran Investor 8287852524

63 Raju Kumar East Champaran Investor 7703943845

64 Anmol Aryan East Champaran Investor 7209126667

65 MANU KUMAR East Champaran Investor 9939050799

66 Asha Devi East Champaran Investor 9262372942

67 AJIT KUMAR East Champaran Investor 6204242919

YADAV

68 Muraul Farmer Muzaffarpur FPC 8936807988

Producer Company
Limited (Muzaffarpur)

69 Sheohar Farmer Sheohar FPC 7261888508

Producer Company
Limited (Sheohar)

70 Hasanpur litchi Samastipur FPC 9955129187

Producer Company
Limited (Samastipur)

71 Azad hind krishak Sitamadhi FPC

Producer Company
Limited (Sitamadhi)

53 | P a g e
ANNEXURE II

List of Key Consultations

Government agencies/Financial institutions

Name Designation
Mr. Nand Kishore Director Horticulture- Cum- Mission
Mr. Ajay Kumar Assistant Director Horticulture
Shri Shambhu Prasad. Assistant Director Horticulture,
Muzaffarpur
Shri Ajay Kumar Singh Assistant Director Horticulture, E.
Champaran
Sri Vivek Bharti Assistant Director Horticulture, W.
Champaran
Sri Niraj Kumar Jha Assistant Director Horticulture, Sitamadhi
Mr. Vikas Office Senior Staff (DHO, Vaishali)
Manoj Kumar State Manager, Jeevika
Dr. Santosh Kumar Sinha Executive Director, Biada

Mr. Alak Sinha Deputy Director of Ministry Of Industries

of Government of Bihar-Food Processing

Mr. Amit Kumar District Manager, Nabard (Fsdd)

Mr. Upendra Kumar Assistant Director of Horticulture.

Dr. S.D. Pandey Principal Scientist, NRCL, Muzaffarpur

Mr. Sujit Kumar Assistant Director of Horticulture

Mr. Arvind Kumar Senior Scientist, Krishi Vigyan Kendra,

Pipra Kothi, E-Champaran
Industry Anchor / Expert Consultations
Name Designation
Ranjan Kedia Director, Kedia Fresh
Mr Abhivav Vivek Manager F&V Dehaat

Community Organizations
Name Designation
Mr. Satish Mishra MD, Azad Hind Krishak Producer
Comp. Ltd.-FPO
Mr. Sudist Narayan Thakur Senior Manager, Litchi Puram Fruit Go
Producers-FPO
Mr. Rajkumar CEO – Sampann Jeevika FPC,
Muzaffarpur

54 | P a g e
ANNEXURE III

Sampling Details

S.no. Stakeholders Sampling Size Stakeholders

covered

1. Farmers 250 250

2. Traders/ Wholesalers/ CA (In Mandi of 100 45
District and Patna)

3. Logistics 15 15

4. Cold storage/Warehouses 6 2

TOTAL 371 312

55 | P a g e
ANNEXURE IV
State/Central Government Schemes
A. PMKSY:
Government of India (GOI) has approved a new Central Sector Scheme – Pradhan Mantri
Kisan SAMPADA Yojana (Scheme for Agro-Marine Processing and Development of Agro-
Processing Clusters) with an allocation of Rs. 6,000 crores for the period 2016-20
coterminous with the 14th Finance Commission cycle. The scheme will be implemented by
Ministry of Food Processing Industries (MoFPI)
i. Mega Food Parks:
The Scheme of Mega Food Park aims at providing a mechanism to link agricultural
production to the market by bringing together farmers, processors and retailers so as to
ensure maximizing value addition, minimizing wastage, increasing farmers income and
creating employment opportunities particularly in rural sector. The Mega Food Park Scheme
is based on “Cluster” approach and envisages creation of state of art support infrastructure
in a well-defined agri / horticultural zone for setting up of modern food processing units in
the industrial plots provided in the park with well-established supply chain. Mega food park
typically consists of supply chain infrastructure including collection centers, primary
processing centers, central processing centers, cold chain and around 25-30 fully developed
plots for entrepreneurs to set up food processing units.
ii. Cold Chain:
The objective of the Scheme of Cold Chain, Value Addition and Preservation Infrastructure
is to provide integrated cold chain and preservation infrastructure facilities, without any
break, from the farm gate to the consumer. It covers creation of infrastructure facility along
the entire supply chain viz. pre-cooling, weighing, sorting, grading, waxing facilities at farm
level, multi product/ multi temperature cold storage, CA storage, packing facility, IQF, blast
freezing in the distribution hub and reefer vans, mobile cooling units for facilitating
distribution of horticulture, organic produce, marine, dairy, meat and poultry etc. The
scheme allows flexibility in project planning with special emphasis on creation of cold chain
infrastructure at farm level.
iii. Creation/ Expansion of Food Processing/ Preservation Capacities (Unit Scheme):
The main objective of the Scheme is creation of processing and preservation capacities and
modernisation/ expansion of existing food processing units with a view to increasing the
level of processing, value addition leading to reduction of wastage. The processing activities
undertaken by the individual units covers a wide range of post-harvest processes resulting
in value addition and/or enhancing shelf life with specialized facilities required for
preservation of perishables. While expansion of processing capacity is necessary to increase
the level of processing and reduce wastage, the induction of modern technology is intended
to make a clear difference in terms of process efficiencies as well as improving the quality

56 | P a g e
 of the end product. The setting up of new units and modernization/ expansion of existing
units are covered under the scheme.
iv. Infrastructure for Agro-processing Clusters:
The scheme aims at development of modern infrastructure and common facilities to
encourage group of entrepreneurs to set up food processing units based on cluster approach
by linking groups of producers/ farmers to the processors and markets through well-equipped
supply chain with modern infrastructure. Each agro processing clusters under the scheme
have two basic components i.e., Basic Enabling Infrastructure (roads, water supply, power
supply, drainage, ETP etc.), Core Infrastructure/ Common facilities (ware houses, cold
storages, IQF, tetra pack, sorting, grading etc) and at least 5 food processing units with a
minimum investment of Rs. 25 crores. The units are set up simultaneous along with creation
of common infrastructure. At least 10 acres of land is required to be arranged either by
purchase or on lease for at least 50 years for setting up of Agro Processing Cluster.
v. Creation of Backward and Forward Linkages
The objective of the scheme is to provide effective and seamless backward and forward
integration for processed food industry by plugging the gaps in supply chain in terms of
availability of raw material and linkages with the market. Under the scheme, financial
assistance is provided for setting up of primary processing centers/ collection centers at farm
gate and modern retail outlets at the front end along with connectivity through insulated/
refrigerated transport.
The Scheme is applicable to perishable horticulture and non-horticulture produce such as
fruits, vegetables, dairy products, meat, poultry, fish, Ready to Cook Food Products, Honey,
Coconut, Spices, Mushroom, Retails Shops for Perishable Food Products etc.The Scheme
would enable linking of farmers to processors and the market for ensuring remunerative
prices for agri produce. The scheme is implemented by agencies/ organizations such as
Govt./ PSUs/ Joint Ventures/ NGOs/ Cooperatives/ SHGs / FPOs / Private Sector /
individuals etc.
vi. Food Safety and Quality Assurance Infrastructure
Quality and Food Safety have become competitive edge in the global market for food
products. For the all-round development of the food processing sector in the country, various
aspect of Total Quality Management (TQM) such as quality control, quality system and
quality assurance should operate in a horizontal fashion. Apart from this, in the interest of
consumer safety and public health, there is a need to ensure that the quality food products
manufactured and sold in the market meet the stringent parameters prescribed by the food
safety regulator
vii. Human Resources and Institutions
a) Research & Development

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 Under the scheme, the Ministry of Food Processing Industries has been extending financial
assistance to undertake demand driven R&D work for the benefit food processing industry
in terms of product and process development, efficient technologies, improved packaging,
value addition etc. with commercial value along with standardization of various factors viz.
additives, coloring agents, preservatives, pesticide residues, chemical contaminants,
microbiological contaminants and naturally occurring toxic substances within permissible
limits.
b) Promotional Activities
To organize, co-sponsor, participate in all India level seminars, workshops, fairs and
exhibitions for food processing sector to encourage investment in food processing and to
create awareness of the schemes being implemented by the ministry. To commission
studies/ surveys to assess, evaluate various aspects of food processing sectors and allied
activities. To create awareness about schemes of the ministry through print/ audio-visual
media through advertisements and publicity materials. To organize road shows,
development of software and investor facilitation activities to promote food processing
sector.
c) Skill Development
To provide sector specific skilled workforce from floor level workers, operators, packaging
and assembly line workers to quality control supervisor etc in the various segments of food
processing industries.
To contribute towards achieving the projected skilled human resources requirement as
envisaged by National Skill Development Corporation (NSDC) in food processing sector
i.e. 17.8 million persons by the year 2022.
d) Strengthening of Institutions
• National Institute of Food Technology, Entrepreneurship and Management (NIFTEM):
The Ministry has established the NIFTEM at Kundli, District Sonepat, Haryana in May,
2012. NIFTEM has been declared a Deemed University under de novo category. NIFTEM
is running the B. Tech., M. Tech. & Ph.D courses and undertakes R&D projects in the area
of food technology. Under the scheme, funds will be provided to NIFTEM for creation of
academic and administrative infrastructure like foreign student’s hostel, sports facilities,
hazardous chemical storage, effluent treatment plant, solid waste management system,
residential units etc. Funds will also be provided to promote research activities, expand
Village Adoption Program (VAP) and skill development in the food processing sector. An
allocation of Rs. 100 crore has been made during the period of scheme.
• Indian Institute of Food Processing Technology (IIFPT): The Ministry has upgraded
IIFPT, Thanjavur, and Tamil Nadu to a National level institute in February 2008. IIFPT is
running the B. Tech., M. Tech. & Ph.D courses and undertaking R&D projects in the area
of food processing. Under the scheme, funds will be provided to IIFPT for creation of
infrastructure facilities including purchase of additional land (22.7 acres) for expanding
58 | P a g e
 campus and creation of academic and administrative infrastructure like machine fabrication
and testing centre, sport complex, auditorium, opening training cum incubation centres and
residential units etc. To enable the institute to expand its activities and programmes to meet
the ever-expanding need of food processing sector in the country, an allocation of Rs. 75
crore has been made during the period of scheme.
viii. Operation Greens
In the budget speech of Union Budget 2018-19, a new Scheme “Operation Greens” was
announced on the line of “Operation Flood”, with an outlay of Rs.500 crore to promote
Farmer Producers Organizations (FPOs #), agri-logistics, processing facilities and
professional management. Accordingly, the Ministry has formulated a scheme for integrated
development of Tomato, Onion and Potato (TOP) value chain.
• Enhancing value realization of TOP farmers by targeted interventions to strengthen
TOP production clusters and their FPOs and linking/connecting them with the market.
• Price stabilization for producers and consumers by proper production planning in the
TOP clusters and introduction of dual use varieties.
• Reduction in post-harvest losses by creation of farm gate infrastructure, development
of suitable agro-logistics, and creation of appropriate storage capacity linking
consumption centres.
• Increase in food processing capacities and value addition in TOP value chain with
firm linkages with production clusters.
• Setting up of a market intelligence network to collect and collate real time data on
demand and supply and price of TOP crops.
B. Bihar State Production Division Scheme
This is focused on development of FPC in Bihar around 15 identified produce which also
include Litchi. A total of 23 FPCs have been formed under this scheme which include 4
FPCs dedicated to Litchi.
C. Bihar Agri Investment Promotion Policy, 2020
This policy aims to encourage and promote agribusiness sector in Bihar through creating
an enabling environment for the same and enhancing the level of processing, storage,
waste reduction, value addition and export promotion.
Support under the policy:
The policy provisions under the current policy shall be available to investors in addition
to the Bihar Industrial Investment Promotion Policy, 2016, but there shall be no
overlapping supports, i.e., investors shall not be eligible to avail same incentives under
both policies.

59 | P a g e
 The policy shall provide capital subsidy (subsidy support entirely credit linked) to the
eligible applicant for setting up / modernization / diversification/ expansion of agro
processing units in the identified sectors of Agriculture, in the state of Bihar.
Subsidy of the Project Cost:
Individual investors, Partnership firms LLP companies – 15% of the project cost
Farmer Producer Organization- 25% of the project cost
The projects with minimum approved project cost of Rs. 0.25 cr. and maximum of Rs. 5
cr. shall be eligible for availing the benefits.
D. Bihar Industrial Investment Promotion Policy, 2016

The Bihar State Government has taken a series of measures to further improve the
investment climate in the state and envisages achieving the industrial development growth
rate of 15% per annum. This means, increase contribution of secondary sector in the GSDP
to more than 25% in line with the National Manufacturing Policy and ―’Make in India’
initiative. To achieve this goal the State Government has formulated the Industrial
Investment Promotion Policy, 2016. The main strategy for achieving the goals of this
policy is to focus on development of support infrastructure, prioritizing core sectors of
future development with emphasis on advanced technology, skill development, a modified
structured package of assistance and balanced regional development i.e., uniformly
extending the benefits of investment to all geographical areas of the State. This policy also
focuses on uplifting the socially marginalised groups & women entrepreneurs by offering
specialized package of assistance to them. The policy has well-defined provisions for
effective implementation, monitoring & grievance redressal for the entrepreneurs. Thus,
the Industrial Investment Promotion Policy, 2016 has an integrated approach towards
industrial development in the state and offers a wide range of benefits to the investors
coming to Bihar.

E. PM Formalization of Micro Food Processing Enterprises Scheme

i) The scheme aims to enhance the competitiveness of existing individual micro-

enterprises in the unorganized segment of the food processing and support
formalization of the sector.
ii) Support Farmer Producer Organizations (FPOs), Self Help Groups (SHGs) and
Producers Cooperatives along their entire value chain.
The scheme envisages an outlay of Rs. 10,000 crores over a period of five years from
2020-21 to 2024-25. The expenditure under the scheme would to be shared in 60:40 ratio
between Central and State Governments, in 90:10 ratio with North-Eastern and Himalayan
States, 60:40 ratio with UTs with legislature and 100% by the Center for other UTs.

60 | P a g e
 The SHM office provided the list of potential investors (including farmers, processors and
FPCs) in Litchi under PMFME Scheme., which will add immense value to the project in
understanding their view and needs.
F. An initiative by NABARD FSDD

The objective of the department is to formulate policies and implement multifarious farm
sector initiatives and formulating appropriate policies concerning agriculture and allied
sector activities, natural resource management, climate change adaptation and mitigation
etc., within the overall policy framework of Government of India. FSDD manages
following funds which directly impacts the development of organized value chains through
formation and upliftment of FPOs and FPCs through their Resource Institution. Some of
the funds are as listed below:

• Producers Organization Development Fund (PODF)

• Producers’ Organization Development and Upliftment Corpus’ (PRODUCE) Fund
• Central Sector Scheme for Promotion and Nurturing of Farmers Producers
Organizations (FPOs)

NABARD follows Producer Organization Promoting Institution (POPI) based funding

where they support POPI as a brand for promotion of FPO. They decide on grant
distribution based on share capital of FPO with a cap of 12 Lacs for primary processing.
As of now, NABARD (FSDD) is associated with POPI- Suman Vatika and Samadhan
Kendra which supports FPOs in primary processing of fruits such as Litchi, Mango and
Guava. Below FPOs are being supported by POPIs such as Suman Vatika and Samadhan
Kendra in Vaishali and Muzaffarpur.

E. Central Sector Scheme – “Production Linked Incentive Scheme for Food Processing
Industry (PLISFPI)” approved by cabinet to support creation of global food
manufacturing champions commensurate with India’s natural resource endowment and
support Indian brands of food products in the international markets with an outlay of
Rs.10900 crore.

F. PLISFPI

• The food processing sector in India encompasses manufacturing enterprises in

all the segments from micro to large industries.

• India is having competitive advantage in terms of resource endowment, large

domestic market and scope for promoting value added products.

• Achieving full potential of this sector would require Indian companies to

improve their competitive strength vis-à-vis their global counterpart in term of scale
of output, productivity, value addition and their linkages with the global value chain.

61 | P a g e
 • The Production Linked Incentive Scheme for Food Processing Industry has been
formulated based on the Production Linked incentive scheme of NITI Aayog under
“AatmaNirbhar Bharat Abhiyaan for Enhancing India's Manufacturing Capabilities
and Enhancing Exports”
G. PMFME
Ministry of Food Processing Industries (MoFPI), in partnership with the State/ UT
Governments, has launched an all India Centrally Sponsored PM Formalisation of Micro food
processing Enterprises Scheme (PM FME Scheme) for providing financial, technical and
business support for upgradation of existing micro food processing enterprises.

• One District One Product

• Upgradation of Individual Micro Food Processing Units
• Support to FPO's /SHG's and Producer Cooperatives
• Seed capital to SHGs
• Common Infrastructure
• Branding and Marketing Support
• Capacity Building and Training

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ANNEXURE V

Litchi Specification for Export

Variety One variety per carton

Condition Fresh
Net weight/carton 2 kg net
Size Minimum diameter Size variation within a carton 30 mm <5 mm
diameter
Maturity Ripe and Firm
Cleanliness Fruit should be clean of visible chemical residues, plant debris and
foreign matter. Sulphur levels should not exceed 10 mg. /
kg (10 ppm) in the entire fruit and 2 ppm in the flesh.
Pests and diseases Fruit should be free from pests (internal and disease.
Colour A minimum of 75% of the fruit in a carton should have a well
development red colour. Blue litchis are unacceptable.
Browing Fruit must be free from any significant browning
Blue Litchis Not acceptable
Fruit stalk Stalks should be trimmed but not torn out.
Mechanical damage not acceptable
Decay Fruit should be free from decay
Double/ malformed Not acceptable
litchis
Internal breakdown Fruit should be free from internal defects
Total soluble solids Minimum 18%
Calendar of the operations for a production of quality litchi in Bihar
JANUARY

• Avoid watering / fertilization during this month to induce dormancy in adult's orchards.
• Irrigate the young plants.
• Keep the young plants covered with thatches for protection against frost.
• Lay out in the field and digging of one cubic meter sized pits at the best distance (10 X
10 m or 7 X 8 m or 4 X 4 m) for new orchard plantation.

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• Control the leaf curl mite (Aceria litchi/erinose):

- Prune and burn the affected twigs infested if is not done before or treatment with:
i wettable sulphur (microlux or thiovit): 500g in 100 l water,
ii Kelthane (dicofol) 480 g/ha = 120 ml/100 l water.
• Control the leafs miner (Acrocercops heirocosma and others):
- Spray 0.05 % endosulfan 2.0 ml/1 l water.

• Control of shoot borer (Chlumetia transversa), the treatment against leaf miner can reduce
the population of shoot borer.
FEBRUARY

• Remove thatches around and above the younger plants and irrigate them.
• Filling of pits with:
- Soil of the root-zones of old litchi orchard (mycorrhiza).
- F.Y.M or compost.
- Single superphophate 1 kg.
- Potassium sulphate 250 gr.
MARCH

• Control of mites and shoot borer (see above) very important.

• Remove thatches around and above the younger plants and irrigate them.
• Transplant the new plants in orchard into already prepared pits and irrigate them
immediately.
• To minimize the fruit drop, spray the trees with Naphthalene acetic acid (NAA) at 20 mg/l
when the fruits are in the pea stage of growth. Repeat the application after 15 days of first
application.
• Examine the trees for Zinc and Boron deficiency by soil and leaf analysis. Spray Zinc
sulphate (1 %) and Borax (0.1-0.2 %) or Solubor 75 gr/100l/water after adjusting the pH of
spray solution with lime. Repeat spraying after 10 days of first application.
APRIL
● Control of fruit borer: litchi moth (Ephestia cautella, A illipida or Acrocercops cramerella).
The following treatments are recommended:
- Spray twice at 10 days interval with Endosulfan (2ml/l) or Carbaryl (2.5 ml/l) starting
from 15 days after fruit set. All treatments should be stopped 15 days before harvesting
to avoid the MRL problems.

• Control of mites and shoot borer (see above) very important.

• After the fruits set start irrigation in adult's orchards.

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• Apply nitrogen (ammonium sulphate or urea) and potassium sulphate after the fruit setting
in the rate following the leaf analysis result or following the schedule.
MAY

• Control of mites and shoot borer (see above) very important.

• Controls of fruit borer (see above).
• Irrigate the orchard at approximately every 10 days to maintain > 75-80 % relative humidity
in the orchard to reduce the fruit cracking problem.
• Lay out, digging and filling quickly of pits for new orchard plantation in June or July.

JUNE

• Start harvesting when the fruit TSS reaches 17-18 %. Careful handling of fruits is necessary.
Avoid skin desiccation during all operations.
• Start to prune the harvested trees, and apply the nitrogen, potash, phosphorous and manure.
• Control of mites and shoot borer (see above) very important.
• Harvesting as mentioned above.
• Irrigate the orchard to maintain 75 to 80 % relative humidity.
• Prepare the air layering.
• Lay out, digging and filling quickly of pits for new orchard plantation in June or July.
• Control shoot and bark borers by putting "endosulfan" or petrol in the holes and plug them
with mud.
• Prepare air layering.
• Irrigate young plants.
• Subsurface tillage (maximum 15 cm deep) the orchard for to bury green manure (weeds).

JULY

• Control of mites.
• Make air layering throughout the month as when the weather permits.
• Irrigate the young plants if rainfall is not efficient.

AUGUST

• Control of mites if is not done during the pruning time.

• Separate the air layering from the mother plants and transfer in bag to the nursery.

SEPTEMBER

• Control of mites.
• Irrigate newly planted orchards, if necessary.
• Transplant one-year-old plants of nursery in the pits and irrigate them.
• Separate the rooted air layers (of July) from the mother plants and transfer to the nursery.

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OCTOBER

• Control mites.
• Leaf analysis and look at the deficiency.
• Subsurface tillage (maximum 15 cm deep) the orchard for to bury green manure (weeds).

NOVEMBER

• Control mites.
• Irrigate the young plants.
• Many orchards also display low boron values and from the outset the trees should be sprayed
with 100 g borax or 75 g Solubor/100 l water every 2 years, if these elements are noticed on
leaves.

DECEMBER

• Water young plants as and when needed to keep the soil wet and protect the plants from
frost.

Recommended fertilizer rates based on canopy diameter

Canopy Organic Nitrogen Phosphorus Potassium
manure
Diameter Potassium sulphate
(kg)
(m) (g / tree /year)

1.0-1.5 20 200 = 400 gr 100 200 = 476 gr

urea

1.6-2.5 30 300 = 600 gr 200 300 = 714 gr

urea

2.6-3.5 40 400 = 800 gr 300 400 = 952 gr

urea

3.6-5.0 50 600 = 1200 gr 400 600 = 1428 gr

urea

5.1-6.0 75 800 = 1600 gr 500 800 = 1900 gr

urea

>6.0 100 1000 = 2 kg 600 1000 .3

urea kg

Each tree is different therefore, without production do not applied fertilization until the fruit
set.

66 | P a g e
Seasonal guide for litchi production in adult's orchards
Particular Jan Feb Mar Apr Ma Jun Jul Aug Sept Oct Nov Dec
. . . . y e y . . . . .

Soil X X X
sampling

Leaf X X X X
analysis

Plough X X X X
the
orchard
Cover
crop

Irrigation X X X X

Fertilizatio X X
n

Control of X X X X X X X X X X X X
pests

Manuring X

Pruning X X

Weed X X X X
control

Harvesting X X X

67 | P a g e
ANNEXURE VI

(Questionnaires)

Questionnaire 1 (Farmers)

STUDY AREA
State:
District:
Block:
Village:

1. DEMOGRAPHIC INFO
NAME OF FARMER AGE GENDER HIGHEST LEVEL OF
EDUCATION

AREA & VARIETY

TOTAL AREA UNDER LITCHI AVG AGE OF NAME OF VARIETY
OPERATIONALLAND ORCHARD CULTIVATED
HOLDING

INPUTS
PLANTATION MATERIAL (Saplings)
NAME OF QUANTITY PRICE SOURCE ACCERIDITION OF
VARIETY PURCHASED SOURCE

ISSUES RELATED TO PURCHASE OF SAPLING

Availability Local Distant
Availability Of Desired Always
Quantity Sometimes Never
Price Too High Normal
Too Cheap
Quality Of Product Excellent Very Good Good
Poor
Very Poor

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 ANY SUBSIDY (If Yes
then Specify)
OTHER (Please Specify)

FERTILIZERS
NAME OF BRAND QTY PURCHASED PRICE SOURCE
PURCHASED

ISSUES RELATED TO FERTILIZERS

Availability Local Distant
Availability Of DesiredBrand Always
Sometimes Never
Price Too High Ok
Too Cheap
Quality Of Product Excellent Very Good Good
Poor
Very Poor

OTHER (Please Specify)

PESTICIDES
NAME OF BRAND QTY PURCHASED PRICE SOURCE
PURCHASED

ISSUES RELATED WITH PESTICIDES

AVAILABILITY Local Distant
AVAILABILITY OF DESIRED BRAND Always
Sometimes Never
PRICE Too High Ok
Too Cheap
QUALITY OF PRODUCT Excellent Very Good Good
Poor
Very Poor
OTHER (PLEASE SPECIFY)

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LABOUR
Do you hire labour? Y / N
If yes, specify: -

OPERATION NO. OF AVAILABILITY QUALITY OF COST [per person

LABORERS DURING THE SERVICE hired]
REQUIRED SEASON
Pruning Always Excellent
Sometimes VeryGood
Never
Good
Poor
VeryPoor
Weeding Always Excellent
Sometimes VeryGood
Never
Good
Poor
VeryPoor
OTHER (Specify) Always Excel
Sometimes VeryGood
Never
Poor
VeryPoor

OTHER PROBLEMS RELATED WITH THE LABOUR: -

Please
specify…………………………………………………………………………………………
LEVEL OF FARM MECHANIZATION

PARTICULARS SELF IF HIRED

OWNED Source No of Rent per With Availability during
(S) OR Units Unit Diesel season
HIRED Hired (Yes) /
(H) Without
Diesel
(No)
TRACTOR Always
Sometimes
Never

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 MANUAL Always
SPRAYER Sometimes
Never
TRACTOR Always
OPERATED Sometimes
SPRAY PUMP Never

PRUNING Always
MACHINE Sometimes
Never
CULTIVATOR Always
Sometimes
Never
ROTAVATOR Always
Sometimes
Never
HARVESTER / Always
PLUCKER Sometimes
Never

OTHER (please Always

specify) ……… Sometimes
…. Never

ISSUES RELATED TO FARMING TOOLS & MACHINERY

AVAILABILITY Local Distant
AVAILABILITY ON TIME Always
Sometimes Never
QUALITY Excellent Very Good Good
Poor
Very Poor
PRICE Too High Normal Low
AVAILABILITY ON RENT Always
Sometimes Never
RENTAL PRICE Too High Normal
Low (Subsidized)

OTHER (PLEASE SPECIFY)

COST OF PRODUCTION

71 | P a g e
Initial cost.
Activity Cost Rs. /Acre
Cost of Inputs
Labour
Land Preparation
Planting Material
Rent of Machinery (If hired)
Electricity
Diesel
Other (Please specify) ...............

Annual Recurring Cost

Diesel
Pesticides / Fertilizers
Labour
Repair
Electricity
Pruning
Harvesting
ANY OTHER (Please Specify) ................
Any problem? Please specify……………………….

POST HARVESTING
ON FARM INFRASTRUCTURE FOR TEMPORARY STORAGE
Do you have an on - farm store for temporary storage after harvesting? Yes No
If yes then: -

PARTICULARS TYPE OF USE TYPE OF QTY PRICE per

INFRASTRUCTURE OWNED unit/COST OF
INSTALLATION

ISSUES IN OWN STORING INFRASTRUCTURE?

Please specify if any…….
Do you store produce in a cold storage for a better price? Yes No
If yes, then specify: -
Storage Facility Distance from Availability / Access Charges / Qtl Quality of service
the Farm

72 | P a g e
 Cold Storage Always Excellent
Sometimes Very good
Never Good
Poor
Very Poor
GRADING
Do you opt for grading? YES
NO
a. Type of Grading:
Manual (by hand) Machine grading
AVAILABILITY OF GRADING FACILITIES
TYPE OF MACHINE DISTANCE FROM AVAILABILITY COST/ QTL
FARM DURING SEASON
MOBILE GRADING ALWAYS
MACHINE SOMETIMES
NEVER
OTHER (specify) ALWAYS
SOMETIMES
NEVER

ADDITIONAL COMMENTS IF ANY

…………………………………………………………………

PACKAGING FOR SALE / EXPORT

WHAT TYPE OF CONTAINER USED FOR PACKAGING OF PRODUCT? Corrugated
box
Wooden Box
Good quality Plastic Crate Cheap quality Plastic Crate Gunny Bags
Loose
Other (Please specify) .................
MARKETING AND PAYMENT SYSTEM OF PRODUCE
How do you market your produce?
On Pre-Harvest Contract (Where contractor harvest the fruit) At Farm-Gate Through
Aggregator of Local Trader
Direct in Nearby Wholesale Market Direct Sale in Distant Market
Through FPO or Cooperative Direct Sale to Big Retailer Direct Sale to Processor
Other Specify………………

Proportion of direct sale through different channels.

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 Channel Proportion of Distance Mode of Cost of
total produce From Transportation Transportation
sold (%) Village
Local Wholesale Market
Aggregator/ Local Trader
Distant Market
FPO or Cooperative Society
Big Retailer
Processor
Other …………….

Sale in distant markets? Yes / No

If yes, specify the name of the market ……………
Direct sale to big retailers? Please specify if any ………….
Direct sale to processor? Please specify if any…………
Satisfaction with price fetched.
Completely Satisfied Satisfied
Disappointed
Very Disappointed
LOGISTICS
1. Own Tractor Trolley, 2. Rented Vehicle, 3. Any other (Specify)

ACCESS & AVAILABILITY

Type of Transportation Availability Cost per KM Quality of Service
Own Vehicle (Tractor Always Too High OK Excellent Very
trolley or Pickup etc) Sometimes Subsidized good Good
Never SPECIFY Poor
Very poor
On Rent Vehicle(Truck/ Always Too High OK Excellent Very
Pickup) Sometimes Subsidized good Good
Never SPECIFY Poor
Very poor
Freight Train Always Too High OK Excellent Very
Sometimes Subsidized good Good
Never Poor
Very poor
Other Always Too High OK Excellent Very
(Specify).................. Sometimes Subsidized good Good
Never Poor
Very poor
Any other problems related to transportation? Please specify

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PAYMENT SYSTEM
PAYMENT OF PRODUCT SOLD TO FARMER
Mode of Payment Proportion of Frequency of Payment Time of Payment
Total Payment
(%)
Direct Cash/ Cheque One Time Within a Week 15 days
Installments Less than Month
More than 1 Month
Online Bank Transfer One Time Within a Week 15 days
Installments Less than Month
More than 1 Month
Other One Time Within a Week 15 days
(Specify)................... Installments Less than Month
More than 1 Month
Issue related with Payment. Please specify if any……………………………………….

ACCESS TO TRAINING & EXTENSION SERVICES

Activity Institution Project / Scheme Gained Benefit Cost
Y/N

ANY SUBSIDY PROVIDED BY GOVERNMENT. Y / N If yes, then specify following

information: -
Name of Provider (State Type of subsidy Amount of Subsidy Frequency
Scheme Government or provided
Centre Government)

CROP CREDIT (Money borrowed for Orchard)

Source of credit.
Sl. SOURCE AMOUNT (Rs.) RATE OF PURPOSE OF LOAN
No. INTEREST p.a
1 BANK
2 CO-OPERATIVE
SOCIETY
3 MONEY LENDER
4 RELATIVES
5 FRIENDS
6 OTHER ……………
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 TOTAL AMOUNT
Any problem in getting credit? Y/ N. If yes, Specify………………………….

Accessibility to credit. (OPTIONAL)

Source Post Banks Village Cooperative Pvt Finance Other Specify
Office Money Societies Companies ……………
Lender
Availability in
Village or Near
Village (Yes/No)
Accessibility (Y/N)
Reason if no

Crop insurance for LITCHI

Does your crop cover under any insurance? Yes / No
If yes, what type of insurance scheme? Specify

1. High Interest, 2. Complex Procedure, 3. No Mortgage, 4. Not available in village and near
village, 5. No Awareness.

Overall Satisfaction with Existing Facilities.

Totally Satisfied
Somewhat Satisfied Disappointed

Suggestion for improvements in the value chain………

Name of Investigator: ......................................... Signature with Date:
…………………………………

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Questionnaire 2 (Cold Storage)

1) BASIC INFORMATION

Name Of Cold Storage:

Address / Location:
Type Of Ownership Public
Private
Cooperative
D. Owner/ Director Name: ………………… Age: ......................................
Sex: ...............................
Establishing Date: …………………………………
Primary Operation …………………………………
Secondary Operation (If Any) ………………………………
Number Of Working Days in Year ………………….
Infrastructure & Capacity
Total Capacity: ……………………

TYPE OF STORAGE
Specialised For Litchi Only Not Specialized for Litchi
Specialized For Other Products Also (Specify Product)

Problem With Existing Technology and Infrastructure

Views About the Technology of Domestic Competitors
Views About the Infrastructure & Technology of International Competitors

UTILIZATION OF CAPACITY

Storage Of Products in Last 3 Years During Season.

PRODUCT STORAGE IN 2019 STORAGE IN 2020 STORAGE IN 2021

Utilization Of Full Capacity or Not? If Not, why?

SOURCE OF LITCHI PROCUREMENT?

A. Who Is Your Client? Himself Farmers Exporter/TradEr Other (Specify)
B. Any Problem Related to Clients?

ANY PROBLEM RELATED TO FUNDING OR CREDIT?

OTHER ISSUES AND SUGGESTIONS

Name of respondent …...…………. Sign of respondent with date ……………………
Name of investigator ………………………. Sign of investigator with date
……………………

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QUESTIONNAIRE 3 (BRAND)

1) BASIC INFORMATION
Name Of Brand:
Address / Location of Head Office:
Type Of Ownership: - Public
Private
Cooperative
D. Owner/ Director Name: ………………… Age: ......................................
Sex: ...............................
Establishing Date: …………………………………
Primary Product …………………………………
Secondary Products (If Any) ………………………………

INFRASTRUCTURE & FACILITIES

INFRASTRUCTURE AND FACILITIES OWNED

Cold Storage Waxing Plant Packhouse
Own Transportation Other (Specify)
Infrastructure And Facilities Hired Cold Storage
Waxing Plant Packhouse
Own Transportation Other (Specify)

Problem With Existing Infrastructure and Technology

Views About the Technology of Domestic Competitors
Views About the Technology of International Competitors
Issues Related with Quality of Packaging
Production Capacity

PRODUCTION OF PRODUCTS AND BYPRODUCTS IN LAST 3 YEARS.

Product & Production In 2019 Prod. In 2020 Prod. In 2021
Byproducts (IfAny)

UTILIZATION OF FULL CAPACITY OR NOT? IF NOT WHY?

PROCUREMENT OF LITCHI
SOURCE OF PROCUREMENT
Direct Farmers, Contract Farming Etc. Wholesale Market
Cold Store
Waxing Plants
Aggregator Or Trader

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Issue Related with The Procurement of Litchi. If Any
Issues Related to Quantity & Quality of Litchi.

Willingness To Purchase from Direct Farmers ThroughContract Farming.

MARKETING
Where Is Your Market? Local Regional National International?

WHO IS YOUR BUYER?

Domestic Retail Market Export
B2b Sale
Other (Specify)

Price And Quality Competitiveness of Your Brand In Terms of DomesticAnd International

Market. Comment

Mode Of Logistics and Issues. (If Any)

Any Problem Related to Funding or Credit?

OTHER ISSUES AND SUGGESTIONS REGARDING THE VALUE CHAIN.

Name of respondent …...………….……Sign of respondent with date ……………………
Name of investigator ………………………. Sign of investigator with date ……………………

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QUESTIONNAIRE 4 (CONTRACTOR)

BASIC INFO
Name: …………………………. Age: …………………. Sex: ................................
Block: .................................... District: ..................... State: …………………...

INFRASTRUCTURE AND FACILITIES

WHAT TYPE OF INFRASTRUCTURE YOU OWN?
Cold Storage Waxing Plant Packhouse
Transport (Specify If Any) Other
Issues Related with Own Infrastructure
External Infrastructure & Facilities Hired.

WHAT FACILITIES YOU HIRE?

Cold Storage
Waxing And Grading Plant Transport & Logistics
Other

Issues Related with Hiring Above Facilities

Issue Faced in Contract with Farmers

Commission APMC Cess Issues (If Any)

Post-harvest Losses. If Any

BUYERS (FORWARD LINK)

WHO IS BUYER OF PRODUCT?
Processors Retailers
Big Retailer Chain
Wholesaler Of Other Market Export (International)

Issues Related with Buyers? Such As Export Duties Etc.

Issues Related to Transportation.

PRICE REALISATION.
OTHER ISSUES & SUGGESTIONS FOR THE IMPROVEMENT OF VALUE CHAIN.
Name of respondent …...…………… Sign of respondent with date ……………………
Name of investigator ……………… Sign of investigator with date ……………………

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QUESTIONNAIRE 5 (EXPORTER)

BASIC INFO
NAME: …………………………. AGE: …………………. SEX: ................................
BLOCK: .................................... DISTRICT: ..................... STATE: …………………...

INFRASTRUCTURE AND FACILITIES OWNED

WHAT TYPE OF INFRASTRUCTURE YOU OWN?
Cold storage
Transport (specify if any) other
Issues Related with Existing Infrastructure
External Infrastructure & Facilities Hired.

WHAT FACILITIES YOU HIRE?

Cold Storage
Waxing And Grading Plant Transport & Logistics
Other
Issues Related with Hiring Above Facilities.

SYSTEM OF PURCHASE/ PROCUREMENT OF LITCHI

Pre-Harvest Contract with Farmer Post-harvest from Farmer Gate
Through Aggregator Other (Specify)
Issue Faced During Purchase of Litchi.

Activities Performed (Grading, Packaging)

Issues Regarding Grading.
Issues Regarding Packaging of Product.

SALE / EXPORT OF PRODUCT

WHO IS BUYER OF PRODUCT? Processors
Retailers
Big Retailer Chain
Wholesaler Of Other Market Export (Specify Country Name)

Issues Regarding Transportation.

Issues Related with Exports? Such As Export Duties, Contracts Etc.
Quality Of Export in Comparison with The Foreign Competitors. (Reason, if low)

PRICE COMPETITIVENESS OF PRODUCT.

RECOMMENDATIONS & SUGGESTIONS FOR THE IMPROVEMENT OF VALUE

CHAIN.
Name of respondent …...……… Sign of respondent with date ……………
Name of investigator …………… Sign of investigator with date …………

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Questionnaire 6 Processors

State District
Name of Respondent Contact No.
Village Block

Respondent’s Profile
Gender:
Male:
Female:

Age
18-30 Yrs
30-45 yrs
45-60 yrs
Above 60

Educational Qualification
Illiterate
Literate
High School
Intermediate
Graduate
Postgraduate
Professional (Specify)

About the Processing Facility

Please state the Name of the company

What has been the turnover and profitability in last three years? (Provide exact or in
Range)
Particulars Year 2018-19 2019-20 2020-21
Turnover

How many branches does your company have? 1

2
3
4
More than 4

Please provide the details of the branches like activities undertaken, location etc.
Branch Number Name Location Facilities Available/ Capacity (MT)
Activities Undertaken

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1. District:
Village:
2.
3.
4.
Please list the range of products manufactured.
Products Quantity Processed
LITCHI Pulp
LITCHI Squash
Canned LITCHI
LITCHI Juice with Pulp
Sorted, Graded and clean Fresh LITCHI

Technology
Please provide the details of machinery and facilities available
1
2
3

Do you have any plan for upgradation of facilities? Yes No

Please provide us some idea about the plan.
Any domestic processor you would like to mention who already has upgraded
technology? 1.
2.
3.

Please share your views on domestic competitors

Any Upgraded technology you Name of domestic competitor as an Your Views
plan example
for

Please share your views on domestic competitors

Any Upgraded technology you Name of international technology Your Views
plan or
for detail as an example

Do you have a well-established quality management system and inhouse lab? Yes No

If No, please state your reason.

Do you plan to
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 Expand capacity Yes No
Add capacity for further value addition Yes No
Value addition via by-products Yes No

Please throw some light on your Plans for expansion and concerns thereto
Availability of technology
Funding
High investment cost
Competition particularly from imports and international competition

Funding and issues relating to mobilization of funds

Please state any issue or constraints Incase of any upgradation plan or
establishment of additional facilities.
Lack of space
Lack of interest
Lack of finance, mobilization of funds
Lack of support from state gov or central gov
Others, please mention
Provide more details on Funding and issues relating to mobilization of funds
Equity
Term loan
Working Capitan loan
Subsidies and agency from where subsidy was taken
Any other

Availability of raw material, sourcing and relative advantages

Please give details about Raw Materials Sourced:
Total Variety Grades Procure Source of procurement (% of each)
quanti ty ment Direct Procure Through Vendor/ Others, Please
purch ased price (Rs from ment from Traders / Aggregato Mention
MT per Ton) farme rs Mandi commission rs
Agents (
)

What are the commission paid approximately to the Seller?

Seller
Mandi Rate
Commission to trader
Commission to CA
Commission to Aggregators
Commission to other vendors

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Do you wish to purchase from growers directly or engage with growers through contract
farming and or FPOs? Yes No
Already associated , please mention the name of farmer or FPO with location

Capacity Utilization for each line

In which months is the total capacity utilization highest /Lowest
Months Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Peak month
Tick (🗸)
Capacity
Utilization (%)
Lean month Tick
(🗸)
Capacity
Utilization (%)

What are the major finished products of the processing Unit: Please give details?
Fixed cost Variable cost Total cost
Semi-finished
(intermediate) product

Final product

By-products

Marketing
Where is your market?
Local
Regional
National
Both domestic and exports

Who are the major customers: Please give details?

Type of product Name of Type of Name of the % of Annual
processed customers Product Production
product (cluster Domestic retail Sold in Mt
like juice, market
concentrate etc.) Export
B2B sale
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 Semi-finished
(intermediate)
product
Final product

By-products

Do you feel your product is able to compete with Domestic competition?

Yes No
Do you feel your product is able to compete with international competition?
Yes No

Reasons for low competitiveness vis a vis international competition.

Logistics

Please give details about Transport used for Sourcing

Logistics price Transporter’s name

(Rs per Ton)
Seller’s vehicle
Rented vehicle
Specialized Transport
Reefer Van
Any other (Specify)
Tractor trolley
Bullock Cart
Rented vehicle

Please share any Issues and concerns you face related to logistics.

Use of By-Product
How is the discarded/ wastage material further used?
Type of Wastage Product Use
Peel
Seed
Other

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Questionnaire 7 – Department of Horticulture

Data on area and production in each of the districts selected under cluster and Govt projections
for next 5-20 years and total packhouses, cold stores (catering to the crop),processing units and
wholesale markets including special market for this crop, if any) in the area.

Govt schemes and plans for development of the crop and subsidies being offered for area
expansion, rejuvenation of old plantations, pack-houses, processing units and transport etc.
(Please get the list of all programs)

What is the estimate of the Officer you meeting about adequacy of Infrastructure and how much
new facilities in each category are required to make the state farmers such as packhouses, cold
stores (catering to the crop), processing units and wholesale markets including special market,
reefer trucks etc.?

What type of scheme should be launched by the MoFPI to strengthen this crop in thestate?

Information about the gaps in processing like quality of fruits, varieties andprocessing
units and logistics.

Issues in soil and water in respect to acidic condition and duration of plants.

Information about the constraints in processing of concentrates & other products.

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Information about existing irrigation and fertigation methods practiced, their impacton the
crops, constraints and requirement/recommendations.

Information about availability of planting materials- roots stocks & mother stocks,issues
with planting materials.

Availability of agri-inputs and what is its impact on expenses?

Information about the subsidy available on agri-inputs and other infrastructurefacilities like
sorting, grading, and packaging.

Are there any issues regarding manpower- skilled or unskilled manpower? If yes,please
mention.

Is any support provided from local or central governments on technical aspects? Ifyes,
please provide details.

Any other questions.

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 REPORT PREPARED BY

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445, Udyog Vihar, Phase V,
Gurugram, Haryana- 122016
Website: www.globalagri.com
Email Id: [email protected]