REVIEW ARTICLE Legume Research- An International Journal, Volume 47 Issue 7: 1065-1072 (July 2024)

Pulse Value Chains in India- Challenges and Prospects: A Review

Uma Sah1, Prasoon Verma1, Jeetendra Pal1, Vikrant Singh1, Mohit Katiyar1, S.K. Dubey1, N.P. Singh1 10.18805/LR-4632

ABSTRACT
Pulses assume special significance in the cropping systems and daily diets in India. Traditionally pulses are used for human consumption
as dehusked seed splits after minimal processing. They are also the important ingredient of popular Indian snacks. The present paper
reviews the research studies done on various components of value chain of pulses and draws upon the learnings. The value chains
of pulses in India are long and complexed with a number of actors performing specific roles. The input providers, farmers, aggregators,
wholesaler, commission agents, retailers, processors, millers, consumers, financial institutions, ware houses, researchers and policy
makers together work to build the pulses value chains in India.

Key words: Pulses, Stakeholders, Value chains.

The concept of Value Chain (VC) was introduced by Porter 1

ICAR-Indian Institute of Pulses Research, Kanpur-208 024, Uttar
(1985), as the entire range of activities involved in bringing Pradesh, India.
out products or services from initiation to different phases
Corresponding Author: S.K. Dubey, ICAR-Indian Institute of
of production to distribution, reaching the consumers and
Pulses Research, Kanpur-208 024, Uttar Pradesh, India.
final disposal after use, thus ensuring both value creation
Email: [email protected]
and value capture (Zamora, 2016) by involving the related
actors and action as the linking chain (Norton, 2014). These How to cite this article: Sah, U., Verma, P., Pal, J., Singh, V., Katiyar,
actors produce, store and transmit the materials, information M., Dubey, S.K. and Singh, N.P. (2024). Pulse Value Chains in India-
Challenges and Prospects: A Review. Legume Research. 47(7):
/services, etc for end-market effect collectively and
1065-1072. doi: 10.18805/LR-4632.
simultaneously (Perez and Oddone, 2016). The product
assumed to gain value as it moves from one player to Submitted: 08-04-2021 Accepted: 10-07-2021 Online: 16-08-2021
another in the chain (Hellin and Meijer, 2006). Besides flow
of products, the knowledge and information, finances,
payments and the social capital also move between the knowledge, data and information communication
actors (Norton, 2014). The concept was initially applied in technologies (Kumar and Sharma, 2016) thus, reduces costs
business perspective (GTZ Value Links, 2008) involving all and losses (Kumar et al., 2016). Hence, the integrated food
the above elements (Brown, 1997; Kaplinsky and Morris supply chains is one of the most visible market occurrences
2001; Kumar and Sharma, 2016). (Kumar et al., 2016) as it reduces the intermediaries in the
Value Chain Analysis (VCA) extends traditional supply chain and reinforce the value-addition activities by improved
chain analysis by identifying value being added to the technology and inputs, advanced infrastructure, processing
product or service at each stage of the chain thus addressing and exports facilities (Miller and Jones, 2010; Pabuayon et al.,
the weaknesses of traditional system (Kaplinsky and Morris, 2009). In the developing countries also, modern food value
2003). VCA also analyze the degree of relationships among chains have turned out to be beneficial for the small land
the actors and coordination mechanism (Trienekens, 2011) holders (Dries et al., 2004; Minten et al., 2007; Maertens
with focus on the dynamics of complex linkages within a and Swinnen, 2006; Birthal et al., 2007) and actor to actor
network involving suppliers, distributors, partners and relationship is improved as they often interact while
collaborators (Zott et al., 2011). Value chain analysis includes choo sing d ifferent market ch annels ofthe produ cts
both qualitative and quantitative approaches (Zamora, 2016) (Trienekens, 2011). Strengthened value chain is an
using market mapping, observation, semi-structured effective instrument against inequality, lesser income and
interview schedules and focus group meetings (Hellin and inappropriation of value added products (Perez and
Meizer, 2006). Oddone, 2016). The VCA is increasingly used in decision-
making processes to enable poor households, small
Agricultural value chains (AVC) and need to anlayse farmers, micro-entrepreneurs or target groups to play a
them larger and more lucrative role in agri-value chain.
Abdulsamad et al. (2013) emphasized the preproduction, The present paper reviews the status of value chains
production and post production stages in AVC. Value chain of pulses in the country along with its associated enabling
framework helps to enhance the efficiency, productivity and and hindering factors. Paper highlights the pulse value
profitability of agriculture because of their increased use of chains consisting different marketing channels utilized for

Volume 47 Issue 7 (July 2024) 1065

 Pulse Value Chains in India- Challenges and Prospects: A Review

movement of pulses from farmers to the ultimate consumers purposes. The marketing channels used vary irrespective
with insights into the marketing costs, profit margins, price of the purpose. Presence of different marketing channels
spread and market efficiency. for chickpea in Andhra Pradesh (Suhasini et al., 2009)
Pulses production and consumption: The status state, use of commission agent by pigeon pea growers in
Karnataka (Sidaram et al., 2010), Haryana (Tuteja, 2002),
The total pulse production in India was 22.08 million tonnes other states (Upadhyay et al., 2013) and selling chickpea
in 2018-19 from an area of 29.16 million hectares as per and pigeon pea in Bihar to village traders in local market
the annual report (2017) of Department of Economics and for meeting the expenditure (Kumari and Singh, 2018) are
Statistics, Ministry of Agriculture and Farmers’welfare, few among others. In Assam, middlemen like village
Government of India. Pulses share 11 per cent of the total traders, shopkeepers, commission agents, secondary
cropped area of country and contribute about 8% to the market wholesalers and retailers (Borah and Chetia, 1998)
total food grain production and accounts for 10 per cent of and also the market fariah (traders) were linked with
daily protein intake in rural India and 11 per cent in urban medium and large farmers. Similarly, the tribal farmers of
India (Joshi and Saxena, 2002; Kumar et al., 2017) besides Chhotaudepur and Gujarat, with small quantities of the
supplementing iron, zinc, calcium, magnesium and many prod uce, w ere fo rced to sell the p roduce to lo cal
vitamins (Singh, 2017) and contributing for food security aggregators (Raj put and Gaikwad, 20 17) as these
(Singh, 2018) and offering the ecological services (Kumar aggregators were the major source of annual credit for
and Yadav, 2018). Owing to the huge demand of pulses to household requirements of families. In contrast, farmers
meet the domestic consumption, India imports large with higher quantity preferred bigger markets for selling
quantity of pulses (Singh et al., 2015) and wide range of the produce. The conceptual model of pulses value chain
value-added products with longer shelf life (Verma et al., has been depicted as in Fig 1.
2019). Pulses are the preferred crops in rainfed areas and
resource challenged production conditions (Verma et al., Economics of processing and value addition of pulses
2019). About 56% of the pulses area is rainfed contribute The cost of pulses processing was observed to vary widely
83% to the pulses production (Suresh et al., 2014). The among the pulse producing states and also with respect to
pulses value chains is long involving farmers, researchers, the type of pulses. Banerjee and Palke (2010) worked out
market intermediaries like aggregators, wholesaler, the total processing cost of pulses to be Rs. 23,586 per
commission agents, retailers, processors, millers and so 1000 kg. Further, the investement in establishment of pulse
on (Sah et al., 2014). processing unit together with working capital constituted
Enablers: Research and policy support around 85 to 90 per cent of overall operational cost. In
Maharashtra state, processing cost was highest for
Through national agricultural research system(NARS), mungbean (Rs. 1668.78/q), followed by pigeonpea (Rs.
more than 500 region specific improved pulse varieties 1508.09/q) and chickpea (Rs. 1379.42/q) (Gulve et al.,
with matching production technologies are developed 2009). In contrast, Singh et al. (2003) reported the average
(Chaturvedi and Sandhu, 2019). The technological cost of processing of pulses was Rs. 800.61 with variations
developments is also supported with 150 pulse seed hubs from Rs. 752.05 to Rs. 831.67 per quintal in Bundelkhand
established in major pulse growing regions and 60,000 region of Uttar Pradesh. Wankhade et al. (2010) reported
pulse villages (Singh and Praharaj, 2020) and further that the cost of value addition of pigeonpea to be 19.0 per
outreach by cluster front line demonstrations (about 34000 cent of cost of raw material. The dhal recovery from
nos. annually) (Singh,2021). The exim policy has been processing of pulse grains was 75% in major states of India
caliberated to encourage pulse growers of this country.
(Gupta and Mishra, 2002; Sharma and Athavale, 2003) with
The removal of prohibition on export of all types of pulses
2% damage to grain.
since November 2017 has offered greater choice to
farmers in marketing of their produce (Anonymous, 2019). Challenges of pulse value chains
Further imposition of quantitative restrictions on imports High technology and yield gap in pulse production
of pulses and restriction on import of yellow peas and
Poor adoption of the production technologies translates
imposition of import duties on different pulses (10-50%)
into poor productivity of pulses at farmers level (Singh,
(Anonymous, 2019) are supporting the pulse growers.
2018) and limit pulse production in the country (Nain et al.,
Consequently, pulse production increased (about 35%)
2015). High technological gap in adoption of pulse
from 17.15 MT (2014-15) to 23.15 MT (2019-20) (Singh,
2021). production technologies have also been observed across
India (Rai et al., 2019; Pal et al., 2014; Burman et al., 2010).
Available marketing channels for pulses In most of the pulses, huge gap exists between the potential
In India, pulse farmers prefer selling large proportion of yield and the realized yield (Ahlawat et al., 2016; Singh et al.,
produce immediately after harvest, while keeping a small 2019; Tewari et al., 2020), thus there are lower state level
portion for consumption (Gupta and Mishra, 2002) and seed yields of pulses than national average (Rimal and Kumar,

1066 Legume Research- An International Journal

 Pulse Value Chains in India- Challenges and Prospects: A Review

2015; Kumabhare et al., 2014) in many cases. Wooing Marketing of pulses

further, limited access to quality seeds (Sinha et al., 2019; Though the market price of pulses are generally higher
Nain et al., 2015; Narayan and Kumar, 2015; Kumbhare than that of cereal crops like rice and wheat, farmers fail
et al., 2014; Pal et al., 2014; Burman et al., 2010), coupled to receive reasonable profits owing to poor yield levels
with poor conversion of breeder seeds into foundation and (Sekar et al., 2017). Distress sale, lower prices compared
certified seeds (Narayan and Kumar, 2015) usually leads to cost of production, non-accessibility to market, were
to poor yield at farmers’ level. Damage to crops by stray identified as major market related constraints (Anonymous,
animals also deter to a large extent (Kumbhare et al., 2014; 2019). Lack of assured markets is an important issue
Nain et al., 2015; Rai et al., 2019) in certain pockets of the related to pulse production in India (Ahlawat et al., 2016;
country. Tewari et al., 2020). The pulse growers have limited choice
Low allocation of production resources for selling the produce (Borah and Chetia, 1998; Rajput
and Gaikwad, 2017) in case where the quantity of produce
Inadequate adop tion o f pro ductio n tech nologies,
was comparatively smaller.
associated production risks and low level of irrigation limit
the productivity levels in the country (Tewari et al., 2020). Market intermediaries targeting higher profit margins
Farmers tend to allocate their best land for crops other Long marketing channel of pulses with higher number of
than pulses, due to poor and uncertain yields (Gowda intermediaries (Reddy and Amarender, 2005; Rao et al.,
et al., 2013), thus, generally grown with sub-optimal input 2010) dominates the traditional marketing system of pulses
applications (Reddy, 2009) with limited use of production in India. Thus, aggregators, wholesalers, commission
inputs like fertilizers, irrigation, weedicide in pulse crops agents, processors and retailers operates between pulse
(Nain et al., 2015; Anonymous, 2019). On contrary the farmers and consumers (Jitendra, 2016). Processing
availability of irrigation coverage poses a negative influence contributes to highest marketing cost for pulses and highest
on pulse acreage (Sadavatti, 2007). This in turn, forces profit margins (50%) in India (Shailendra, 2013) and usually
pulse growers to continue to grow pulses under sub-optimal 25-30 per cent profit over the price of pulse grains (Gupta
conditions. and Mishra, 2002). Processing mills mostly earn Rs. 350/q

Fig 1: Schematice presentation of value chain of pulse in india.

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 Pulse Value Chains in India- Challenges and Prospects: A Review

as gross income over the purchase price (Rs 1400/q) (Sharma of extension system on IPM, esp., pesticide dealers etc. and
and Athavale, 2003). no adequated advisory sevices on nutrient management,
Higher profit margins for market intermediaries as disease and insect pest management were few extension
compared to pulse producers are reported by many education related constraints (Anonymous, 2019).
researchers. Rao et al. (2010) reported that in traditional Low marketing efficiency
marketing system of chickpea and pigeonpea in Asia,
Most of the marketing channels of pulses in India have low
uneven price transmission dominates. Market intermediaries
marketing efficiency due to high marketing cost and greater
specially retailers takes substantial part of marketing margin
margins (Shailendra, 2013). Chahal et al. (2004) reiterated
(Shailendra, 2013). As far as 40-50% reduction in producers’
that quantum of producers’ share in consumer rupee was
share was observed due to higher marketing margins to
55.32 to 64.57 per cent in different marketing channels
intermediaries in chickpea and pigeonpea in Bihar state
depending on the number of intermediaries involved as in
(Singh et al., 2016 ; Kumari et al., 2018). Similarly in Karnataka,
case of green peas in Punjab. The marketing efficiency index
commission agents at government regulated market and
ranged from 1.24 to 1.82 in different marketing channels. In
wholesale markets along with retail vendors derive higher
same state, Sidhu et al. (2011) reported three supply chains,
profit margin than farmers (Hedge, 2012). producer-wholesaler (through commission agent)-retailer-
Though, the long chain of intermediaries makes up the consumer (I); producer-retailer (through commission agent)-
weak infrastructure and add critical value at each stage at consumer (II) and producer-consumer (III) in marketing of
lesser cost but blocks the market information to extract more green peas. The net price received by the producer was 67,
profits (Rajput and Gaikwad, 2017). Huge post harvest 69 and 94 per cent in supply chains I, II and III respectively.
losses up to 25-30% of pulses (Lal and Verma, 2007) is The supply chain III was the most efficient with highest
also a challenge e.g. in green gram (losses upto 9.5%) marketing efficiency (14.83%) as compared to supply chain
(Grant Thornton, 2016). Whereas in Bihar, this loss was to II (2.70%) and supply chain I (2.38%).
the extent of 30% (Kumari et al., 2018). Greengram value In Chandauli district of Uttar Pradesh the total marketing
chain also reflects that farmer shared 60% of the money cost of gram was Rs. 149/q due to more number of
spent by consumers while the share of traders, processors, intermediaries and higher processing cost. The producer’s
wholesalers and retailers were 2.66%, 20.65%, 3.74% and share in consumer’s price varied from 96.72 per cent and
13.04%, respectively. 77.61 per cent in different marketing channels (Govind Pal,
Nonavailability of processing units and related 2002). Functional analysis of the factors affecting marketing
infrastructural facilities efficiency of different channels of green peas in Punjab also
confirmed that with one per cent increase in marketing
Lack of large scale pulse processing units at production sites
margins and costs, the marketing efficiency declined by 0.45
is a major concern (Kumari et al., 2018) which includes
per cent and 0.44 per cent, respectively. The margin of the
nonavailability of suitable varieties, lack of storage facilities
retailer was higher in supply chain where the wholesaler
as well as reliable market information system (Shailendra
was not involved Sidhu et al. (2011). With particular case of
2013). Absence of quality grading mechanisms was also
chickpea, there was no integration of supply chain elements
an issue in pulse markets (Rao et al., 2010) however, the
processors claim that non-availability of enough raw and each element functions discretelyin chickpeas industry
materials for processing, shortage of electricity, seasonal in India (Vijayalakshmi, 2015).
variation in raw materials arrival, fluctuation of market prices Strengthening the pulse value chains: Propositions
and high government charges levied (Malik et al., 2009) as Addressing the hindering factors
the major issues.
Adoption of improved pulse production technologies was
Lack of market intelligence at level of farmers estimated to increase pulse production by at least 13-42
Too many middlemen manipulating the market information per cent in the country (Ali and Gupta, 2012). It has been,
and creating fake demand thus, influence the current therefore felt for evolving and adapting improved pulses
traditional value chain of pulses in India (Vijayalakshmi, varieties to suit the varied agro-climatic conditions (Narayan
2015) are frequently observed. Lack of reliable market and Kumar, 2015). The concerted efforts made in pulses
information system at producers level is the major issues research for development of improved varieties and
related to pulses marketing system in India (Shailendra, technologies led to enhaced pulse productivity in the country
2013). Provisions of good exposure of commission agents (Singh and Praharaj, 2020) and it chennelise the output,
to the markets and better contact with buyers translate into regional level seed hubs (150 nos) have been created
good price and more demand in the markets (Sidaram et al., (Chauhanetal, 2016). Leveraging the Information
2010). The Producers usually ascertains the market price communication technology mediated approach for improving
through personal visit to market or over the phone (81.67%) the access of pulse growers to improved production
followed by consulting the fellow farmers who had visited tehnologies could work towards reducing the information
the market (68.33%) (Sidaram et al., 2010). The multiplicity gap (Sah, 2018).

1068 Legume Research- An International Journal

 Pulse Value Chains in India- Challenges and Prospects: A Review

Promoting linkages between producers and markets domestic consumption in the country. This paper has
Stronger linkages between farm and processing unit has synthesized the research studies conducted on pulse value
chains in India with focus on different componenets of value
been recognized to ensure efficient traditional value chains
chains.
in pulses (Malik et al., 2009). Moreover, the actors involved
in it must cooperate each other to bring effectiveness and Conflict of interest
efficiency for all participants in the chain (Norton, 2014). All authors declared that there is no conflict of interest.
Kakkar (2014) also reiterated for strengthening the market
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