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VCRD Coffee Value Chain MYANMAR’S SPECIALTY COFFEE MAKES IT TO THE TOP SHELF USAID’S VALUE CHAINS FOR RURAL DEVELOPMENT April 30, 2019 This study is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of Winrock International, prepared under contract by Lorene Flaming, with contributions by the VC-RD team, includ- ing Nimish Jhaveri, Anne-Claire Degail, April Su Yin Nwet, Ko Ko Win, Tim May, and Julio Noguera, and do not necessarily reflect the views of USAID or the United States Government. it comes from. They’re willing to pay more and have been INTRODUCTION instrumental in promoting price transparency. And they’re enthusiastic story tellers, shining a light on Myanmar’s spe- The USAID-funded Value Chains for Rural Development cialty coffee through launch events in cafes, blogs, videos, (VCRD) project has helped transform coffee production and social media. in Myanmar by helping farmers shift from unprofitable commercial coffee to high-value specialty coffee – receiv- Clear industry standards and protocols, ing prices that are up to 37.5 percent higher for cherries supported by robust training curriculum. and 2 to 4 times higher for green beans. Since the initial pilot with four communities in Ywangan established Shan The Specialty Coffee Association (SCA) defined “specialty State as an origin for some of the most diverse and unique coffee” for the global coffee industry in the 1980s and de- specialty coffees in the world, the number of farmers and veloped an industry-recognized protocol for scoring coffee communities engaged in specialty coffee production has quality. SCA’s affiliate, the Coffee Quality Institute (CQI), steadily climbed. In parallel, “cupping scores” for each fielded expert instructors under the project who delivered new harvest have continued to rise to ever higher rungs rigorous, participatory technical courses in key locations of the coffee quality ladder. This transformation has been in Myanmar, known as “Q courses” (quality). A core group guided by specialty green bean buyers and enthusiastically returned multiple times to Myanmar, which provided embraced by Myanmar smallholders, estates, and proces- continuity: Marcelo Pereira taught coffee agronomy, Mario sors. Several factors have contributed to this success: Fernandez taught coffee processing, Joel Shuler taught Q processing, and Lisa Conway and Sara Morrocchi advised Quality relationships. on association capacity building and price risk manage- ment. Participants who demonstrated mastery in Q cours- Relationships matter to specialty green bean buyers and es earned industry-recognized certifications. Q courses roasters. Craig Holt of Atlas Coffee Importers (Seattle), helped rapidly professionalize the sector and fostered last- Charlie Habegger of Blue Bottle Coffee (Oakland), Kim ing connections. In addition, many CQI consultants have Thompson of Raw Coffee Company (Dubai) representa- their own successful coffee businesses, offering an insider’s tives from This Side Up (Amsterdam), and other buyers understanding of the global coffee sector, and have market have returned to Myanmar multiple times to encourage connections. This is an uncommon advantage in the de- producers and processors, provide feedback on coffee velopment consulting world, and particularly relevant to a quality, and educate stakeholders about the global market. market systems development project. They want to know who produces their coffee and where 2 | USAID’S VALUE CHAINS FOR RURAL DEVELOPMENT Design thinking approaches to innovation, relationships and transacting with communities and proces- feedback, and continuous improvement. sors would be manageable. To enhance sustainability, the project has increasingly handed over key functions to the The project’s support for specialty coffee started with a Myanmar Coffee Association (MCA) and for-profit commu- great idea – low-tech, high-value specialty “sun-dried natu- nity-based associations, shifting from directly managing rals” are well suited to smallholder coffee production in marketing, training, and quality control activities to coach- Shan State. Starting small with a few communities allowed ing associations on how to plan next steps and access participants to maintain quality control and solve produc- support services. tion issues. Identifying selection criteria for mobilizing new communities helped scale up incrementally, without jeop- Shan’s competitive advantage in specialty dry ardizing quality. Cupping scores, flavor profiles, and buyer naturals. feedback taught farmers to “know your cup”, essential for crafting the desired taste experience. Participatory, system- Myanmar has a competitive advantage over other specialty atic, post-season reviews of cost structures, logistics, mar- coffee producing countries. The weather is typically dry ket risks, and other issues facilitated joint problem-solving and sunny throughout the harvest season, which provides and guided production planning for the following season. excellent conditions for drying. The terroir produces “clean, For example, economic analysis of community and proces- sparkling” dry naturals that are unlike any other country. sor-level operations identified cost ranges and averages to Coffees from one community to the next express different understand break-even points and identify high perform- flavor notes, which appeals to curators of micro-lots who ers. In turn, this evidence helped communities negotiate seek unique taste experiences. prices with buyers and identify ways to achieve greater effi- ciency. Most importantly, the project team and consultants Passion. listened to farmers to understand the “why” underlying People are passionate about exceptional coffee. Engaging their decisions and practices. Rather than viewing them in the craft of specialty coffee offers more than income. It as vulnerable smallholders, the team respected them as inspires collaboration, experimentation, artistry, learning, entrepreneurs. Farmer organizations evolved iteratively, pride, and adventure. One deeply passionate person who in response to identified needs. They started with rela- has found their calling can positively impact a large num- tively simple community-level working groups in the first ber of people. Fortunately, there are many in Myanmar. three seasons. By the fourth season, Ywangan formed and registered a for-profit company to provide quality control This paper builds on previous project reports to assess the and marketing services, protect smallholder interests, and shift from commercial-grade coffee production in Shan qualify for a working capital loan. Smallholders in Hopong State to high-value specialty coffee. It summarizes key quickly replicated this model on their own initiative. milestones, provides evidence of value chain development, compares different arrangements for production and pro- “Just do it” attitude. cessing and their implications for smallholder inclusion and empowerment, and identifies Myanmar’s unique competi- Myanmar smallholders and other market actors embrace tive advantages. new opportunities and learning-by-doing and are not easily daunted by challenges and missteps. They are excellent in- novators and problem-solvers. Participants “self-selected” and diligently pursued higher quality. These traits drove BACKGROUND adoption, testing, adapting, replication, and resilience. Most of the world’s commercial grade coffee farmers are Value chain coordination. not paid enough to sustain profitable farms, prompting many farmers to cut down their coffee trees. This was also VCRD’s specialty coffee team launched the first specialty the case in Myanmar when the project started in late 2014. coffee pilot in Myanmar, linked communities and pro- Two global market practices are jeopardizing the future cessors to specialty green bean buyers and international supply of coffee: 1) Coffee is traded in the commodity fu- industry expos, organized training, managed an Innovative tures market by speculators who have no stake in ensuring Grant program that financed new processing equipment the long-term sustainability of coffee production. In August in key locations, brokered working capital loans that set 2018, the price dropped below $1.00/lb – well below the a ground-breaking precedent for agriculture lending in cost of production. Even buyers within the sector that have Myanmar, and helped build the capacities of associations. a stake in the future of coffee demand prices that do not Foreign buyers have commented that Winrock’s reputa- reflect the cost of production. 2) Prices paid for coffee as it tion and commitment were essential for attracting them to moves up the farm-to-cup value chain are not transparent. Myanmar in the initial phase. Project support gave them Farmers receive a very small share of the market value of confidence that the communities could succeed in produc- their coffee beans. ing specialty coffee and that the logistics of establishing USAID’S VALUE CHAINS FOR RURAL DEVELOPMENT | 3 These challenges are not unique to coffee; they are common to agricultural commodities. If farmers shift to other crops or other factors reduce the global coffee supply, such as climate change and coffee leaf rust, prices will rise. However, the alternative scenario that has emerged is that coffee producers are engaging in a race to the bottom, characterized by consolidation and larger scale, lower-cost production. Although over 70 countries produce coffee,
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