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Purchase for Progress (P4P) is a 〔P4P overview fact sheet http://documents.wfp.org/stellent/groups/public/documents/reports/wfp259855.pdf〕 initiative of the United Nations World Food Programme (WFP), involving over 500 partnerships, including Bill & Melinda Gates Foundation, the Howard G. Buffett Foundation, FAO, ACDI/VOCA, TechnoServe and others. Launched in September 2008 as a five-year pilot, P4P sought to explore programming and procurement modalities with the greatest potential to stimulate agricultural and market development in ways that maximized benefits to smallholder farmers.〔Sheeran, J., “How to End Hunger”, the Washington Quarterly, April 2010.〕 The program, largely developed by the eleventh Executive Director of the WFP, Josette Sheeran, arose as the WFP desired to purchase food in a way that was part of the “solution to hunger.”〔"Can African Farms Learn to Thrive?", Bloomberg Businessweek, August 2011〕 These efforts are aligned with recommendations issued by the UN Committee on Economic, Social and Cultural Rights that call for an establishment of programs in support of socially vulnerable groups.〔Committee on Economic, Social and Cultural rights, General Comment No.12: The Right to Adequate Food〕 and to the Zero Hunger Challenge launched by the UN Secretary General Ban Ki-moon. Special UN Reporter 2012-2014, Olivier De Schutter, claimed that public procurement systems favour economically-strong bidders, thus excluding smallholder farmers.〔p.8, De Schutter, O., "The Power of Procurement: Public Purchasing in the Service of Realizing the Right to Food", Briefing Note 08, Apr. 2014〕 His conslusion was that public procurement schemes supportive of smallholders could have "powerful impacts on the reduction of rural poverty."〔p.3, De Schutter, O., "The Power of Procurement: Public Purchasing in the Service of Realizing the Right to Food", Briefing Note 08, Apr. 2014〕 P4P is built upon this very principle as it enables low-income farmers to supply food to the WFP's operations. Eventually the transaction can be regulated by a forward contract, with the farmer agreeing in selling in the future (up to three years) a certain amount of output at a fixed price. Essentially, the P4P program aims to create a wide and sophisticate market for commodities in developing countries. According to WFP, the initiative, which has been piloted in 20 countries,〔http://www.wfp.org/purchase-progress/where-we-work〕 aimed to help hundreds of thousands of poor farmers to "gain access to reliable markets to sell their surplus crops at competitive prices".〔World Food Programme Web Site (- The WFP Homepage )〕 Beyond the farmers gaining access to the market, the program aimed to help them reduce their risk, leverage credit to expand production and to diversify crops.〔"(“P4P and Gender: Literature Review and Fieldwork Report” )〕 The stated goal of the program was “to facilitate increased agricultural production and sustained market engagement and thus increase incomes and livelihoods for participating smallholder/low income farmers, the majority of whom are women”.〔"(“P4P and Gender: Literature Review and Fieldwork Report” )〕 Quantifying this goal, the WFP sought to work with at least 500,000 smallholder farmers and increase their income by $50 a year by the end of the program initiative. By December 2014, P4P supported over a million farmers and trained over half a million individuals.〔()〕 WFP's 2014-2017 Strategic Plan states that it will continue increasing the amount of food it buys from smallholder farmers, while working with governments and other buyers to assist smallholder farmers to access lucrative markets.〔("WFP 2014-2017 Strategic Plan" )〕 ==Procurement== Through P4P, WFP tested different ways of procuring staple foods (primarily cereals and pulses)from smallholder farmers, aiming to identify models that could sustainably promote smallholder agricultural development and access to public and private sector markets. WFP’s procurement from smallholders and small/medium traders (the demand pillar) was intended to provide the inducement and motivation for action around the P4P development hypothesis. WFP designed the new P4P procurement modalities specifically to deal with the difficulties that smallholder farmers face in selling to WFP. The P4P procurement modalities fell into four general categories: (1) prosmallholder competitive tendering; (2) direct contracting; (3) forward contracting; and (4) processing options. P4P tested not only different contract types but also different mechanisms for aggregation. In addition to farmers organizations, P4P also worked with small and medium scale traders and structured trading platforms such as warehouse receipt systems and commodity exchanges, along with linking farmers to processors. WFP itself also bought processed food such as highenergy biscuits (HEBs) and fortified flour from processors using raw materials sourced from P4P-supported organizations.〔(“P4P Primer, published 2011” )〕 The basic challenge facing WFP under P4P was to shape and manage a process that involved creating extra demand for staple food crops produced by smallholder farmers, reaching an appropriate level of supply adapted to that demand, and ensuring that benefits accrued to the smallholder farmers. WFP succeeded in procuring over 367,000 metric tons (mt) of food over the five-year pilot, putting more than US$148 million more directly into the hands of smallholder farmers (US$30 million/year on average). Further, farmer organizations not previously selling collectively sold another US$60 million worth of quality food to buyers beyond WFP. Almost all P4P contracts were below import parity prices, therefore respecting WFP’s principle of “cost-efficient procurement” and realizing cost savings relative to importation. Compared to import parity, total savings over the course of the five years exceeded US$40 million. These outcomes hinged on several important investments. Novel partnerships and platforms was a necessity, along with a range of new products and services. In many important ways, therefore, WFP and its partners ventured into virgin territory under P4P. A core principal guiding the thoughts of the original designers was that the pilot’s “failures” would yield learnings and lessons at least as important as its “successes.” The charge to WFP was to think outside the box, innovate, and evolve, knowing that not everything attempted would work. This report provides a comprehensive view of key aspects of that experimentation and learning process, detailing the extraordinarily wide array of opportunities generated by the P4P approach, along with the correspondingly deep set of challenges addressed.〔(“Reflections on the Pilot, published 2015” )〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Purchase for Progress」の詳細全文を読む スポンサード リンク
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