Abstract
Tomato (Lycopersicon esculentum mill) is the second leading vegetable in Kenya in terms of production and value after potato. It can be grown either outdoors or under protected environment because of its wide adaptability and versatility. The potential to strategize the ways of enhancing its competitiveness in the value chain remains locked and unexploited due to a host of constraining factors along its value chain, which must be addressed. This paper has identifies the underlying constraints and proposes strategic interventions to enhance tomato competitiveness along the value chain in Kenya. Secondary data was obtained from Horticulture Crop Development Authority, Amiran Kenya limited and Ministry of Agriculture, Livestock and Fisheries records. The data was analyzed using descriptive statistics and presented in tables to ease understanding. Underlying constraints such as production inefficiencies, market inaccessibility, underutilization of processing facilities and consumers exploitation through exorbitant pricing were identified to affect tomato value chain performance. Strategic interventions like the adoption of greenhouse technologies; appropriate irrigation systems, and business model aggregator were identified to enhance tomato value chain competitiveness. Government was therefore recommended to partner with all stakeholders in order to enhance performance in tomato value chain.
Highlights
Horticulture industry is one of the most vibrant sub-sectors of agriculture in the Kenyan economy
Constraints and possible intervention are provided along the specific functions of value chain namely production; marketing; processing and consumption as given below
Tomato production involves a series of activities from nursery raising, land preparation, planting, field management practices to harvesting
Summary
Horticulture industry is one of the most vibrant sub-sectors of agriculture in the Kenyan economy. Despite its contribution in poverty alleviation, the tomato industry is faced with a myriad of constraints along its value chain These include agronomic constraints like incidence of pest and diseases and physiological disorders (cracking, sunburn or scald); institutional constraints like poor post-harvest technologies that has ten perish ability and poorly organized rural and urban market infrastructures that permit unpredictable price fluctuation. These constraints adversely affect the production and marketing of quality tomatoes and should be prudently managed through periodic monitoring and improvement of every function (stakeholder), in order to develop a productive, sustainable and robust tomato value chain. This study underscores the prevailing challenges of quality tomato production and suggests appropriate interventions that have the potential of enhancing the performance of critical stakeholders alongthe tomato value chain
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