Articles
CURRENT SUPPLY CHAIN OF TOMATO IN CAMBODIA
Article number
943_35
Pages
259 – 263
Language
English
Abstract
Traditional supply chain for tomato produced in Kandal Province for the wet markets in Phnom Penh, Cambodia, was compared with modern supply chains for tomato produced in Kandal and Kampong Speu Provinces for high-end markets, particularly supermarkets.
On-site key informant interviews were conducted to gather information on the targeted supply chains and the technical deficiencies contributing to fruit losses.
In the traditional supply chain, farmers dealt with collectors or contract buyers who transported the fruits to Deum Kor Wholesale Market in Phnom Penh where wholesalers bought the produce for distribution to retailers in the city and other provinces.
In the modern supply chain, only one intermediary between the farmers and high-end markets was involved.
For tomato produced in Kandal Province, the collector-wholesaler procured the fruit from farmers and distributed them to supermarkets, hotels and/or restaurants based on contract.
For tomato produced in Kampong Speu Province, farmers were contracted by a non-government organization, Peri-Urban Agricultural Center, which has a packinghouse facility and a marketing/distribution center.
Fruit losses ranged from 11-35% in the traditional supply chain and 15-30% in the modern supply chain, the latter with more stringent quality requirements but offering better price than the former.
Farmers losses were mainly due to preharvest causes, i.e. immaturity, insect pests and diseases, while losses during subsequent handling and retail were due to technical deficiencies resulting to physical damage, weight loss and spoilage of fruits.
On-site key informant interviews were conducted to gather information on the targeted supply chains and the technical deficiencies contributing to fruit losses.
In the traditional supply chain, farmers dealt with collectors or contract buyers who transported the fruits to Deum Kor Wholesale Market in Phnom Penh where wholesalers bought the produce for distribution to retailers in the city and other provinces.
In the modern supply chain, only one intermediary between the farmers and high-end markets was involved.
For tomato produced in Kandal Province, the collector-wholesaler procured the fruit from farmers and distributed them to supermarkets, hotels and/or restaurants based on contract.
For tomato produced in Kampong Speu Province, farmers were contracted by a non-government organization, Peri-Urban Agricultural Center, which has a packinghouse facility and a marketing/distribution center.
Fruit losses ranged from 11-35% in the traditional supply chain and 15-30% in the modern supply chain, the latter with more stringent quality requirements but offering better price than the former.
Farmers losses were mainly due to preharvest causes, i.e. immaturity, insect pests and diseases, while losses during subsequent handling and retail were due to technical deficiencies resulting to physical damage, weight loss and spoilage of fruits.
Authors
B. Buntong, V. Srilaong, T. Wasusri, A. Acedo Jr., S. Kanlayanarat
Keywords
Solanum lycopersicum L., quality, postharvest handling, traditional and modern supply chains
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