During a recent ILS LEDA mission to Cambodia, conducted by Vincenzo Milio, four value chain development strategies were delivered by the corresponding focus groups. This work was carried out within the framework of the CLESIDRA project, implemented in Ratanakiri province and co-financed by the European Union.

These strategies form part of ILS LEDA’s commitment to the project. They cover cashew, cassava, rice, and tourism, and were formulated using the ILS LEDA RESCO methodology.

For the Cashew value chain, the most relevant strategic actions identified are:

1. Governance related actions: establishment of a Cashew Development Committee, aimed at preserving the ecosystem, maintaining competitive advantage, facilitating commercialization, lobbying local and national authorities, and more
2. Capacity building actions on project financing, transfer of new technologies, improving technical and entrepreneurial capacities
3. Service system actions, with particular reference to business services and access to them, business start-up; marketing and commercialisation; technical and financial services; and others

For the Cassava value chain, the most relevant strategic actions identified are:

1. Governance related actions: establishment of a Cassava Development Committee, with the aim of maintaining the competitive advantage; lobbying with local and national authorities; protecting the environment; facilitating commercialization, and others
2. Capacity building actions on issues, such as project financing; transfer of new technologies; marketing and commercialisation; business administration, and others
3. Service system actions, with particular reference to business services and access to them, quality control, soil quality monitoring, technical services; marketing and commercialization; support to business start-up and others

For the Rice value chain, the most relevant strategic actions identified are:

1. Governance related actions: establishment of a Rice Development Committee, with the aim of taking common initiatives, maintaining the competitive advantage activating green economy; lobbying with local and national authorities; facilitating commercialization, and others.
2. Capacity building actions with particular reference to issues, such as business administration; boosting production of the specific varieties, improving entrepreneurial capacities, project financing, circular economy businesses; and others.
3. Service system actions, with particular reference to business services and access to them, business services and access to them, particularly on marketing and commercialisation; and business start-up; and other

For the Tourism value chain, the most relevant strategic actions identified are:

1. Governance related actions: establishment of a Tourism platform, with the aim of maintaining competitive advantage; enhancing the number and the quality of the attractions to visit, offering nice hospitality; facilitating the socio-economic inclusion; lobbying towards National Government; and others
2. Capacity building actions mainly on issues, such as professional skills of the tourist operators and managers, facilitate accessing to job opportunities, for women and disadvantaged people; and others
3. Service system actions, with particular reference to business services and access to them, business start-up; networking services, and realising agreements with one or more national tourist operators; services to tourists, and others

To know the strategies in more details, click here.