Analyse du modèle économique inclusif : Touton, Ouganda

En tant que leader français du négoce, Touton renforce son implication dans les pays producteurs de matières premières en développant l'approvisionnement direct et, lorsque cela est possible, les activités de transformation. Ainsi, fondée en 2025, Touton Uganda Ltd. a pour objectif de fournir du cacao, du café, de la vanille et d'autres ingrédients naturels de qualité, issus de sources responsables .

Touton Uganda travaille avec les petits producteurs de café de la région des Monts Rwenzori pour améliorer leur productivité et leur résilience climatique. Le partenariat permet non seulement de garantir l'approvisionnement en café, mais aussi de promouvoir l'adoption de l'agriculture régénératrice (AR) par le biais, par exemple, de la diversification des cultures.

Cette analyse commerciale inclusive réfléchit à la question suivante : Comment Touton peut-il sécuriser et augmenter son volume de café, de cacao, de vanille et de piment Bird Eyed d'origine durable en Ouganda en fournissant des services commercialement viables, permettant aux agriculteurs d'améliorer leurs moyens de subsistance et d'adopter des pratiques agricoles régénératrices, tout en reconnaissant les développements actuels de la chaîne de valeur ?

Qu’est-ce qu’une analyse d’entreprise incluant les petits exploitants ?

Les principales recommandations comprennent :

1.  The adoption of the EU Due Diligence Regulation (EUDR) requires all players in Uganda coffee value chain to collaborate in solving data collection, management, and ownership challenges while seeking ways to benefit farmers. Touton should seek collaboration with the Uganda Coffee Development Authority (UCDA), coffee exporters, and other value chain players, potentially co-steered by an organization like IDH, to assess, design, implement, and evaluate approaches to adopt the EUDR regulation.
2. The push towards direct sourcing, partly driven by the EUDR, requires Touton to develop strategies to screen, onboard, segment, incentivize, and graduate middlemen into its direct sourcing structure. This allows quick scaling and to leverages their knowledge and expertise.
   
3.  Adopting Good Agricultural Practices (GAP) and diversifying with vanilla and cocoa requires farmers to have access to long-term financial support with 5-year tenure loans of $400/farmer, with a sufficient grace period. Touton should explore ways to accelerate access to larger financial tickets sizes through Village Savings and Loan Associations (VSLA) and establish tri-party agreement with Impact Investors, Commercial Banks, and Input providers.
   
4.  Producer Organisations (POs) are pivotal in the direct sourcing model, increasing the effectiveness of sourcing diversified produce from farmers. Touton needs to develop and implement strategies to build maturity and sustainability of all service provision vehicles (POs, agripreneur, agronomists) and conduct regular gap assessments and provide fit-for-purpose capacity building.
   
5. While transitioning to direct sourcing through POs may increase sourcing costs, the potential to secure and increase the volume of high-quality quality sustainably grown Arabica coffee potentially might outweigh these costs. Touton should isolate and monitor the additional benefits of direct sourcing, such as improved quality, sustainability, and increased farmer loyalty, against the sourcing costs to make strategic decisions on replicating the direct structure in other regions in Uganda.