UPDATING THE COFFEE VALUE CHAIN AND A MARKETING STRATEGY TO
RE-POSITION YEMEN IN THE INTERNATIONAL COFFEE MARKETSAUGUST 2013
The views expressed in this report do not necessarily reflect the views of the United States Agency for International Development or theUnited States Government. Creative Associates International prepared this report under the Community Livelihoods Project (CLP).
Cooperative Agreement No. 279-A-00-10-0032-00

ACKNOWLEDGMENTS
This report was prepared by a core team of the Community Livelihoods Project (CLP), a program of the UnitedStates Agency for International Development Mission in Yemen (USAID/Yemen).
Camilo Sanchez, Technical Officer (lead author), Coffee Quality Institute (CQI) and Willem Boot, Founder, Boot
Coffee, prepared the initial draft of the study under the guidance and support of David Roche, Executive Director,
CQI. Dr. Mohammed Ilyas, Senior Agricultural Specialist, Community Livelihoods Project (CLP), planned theimplementation and led the overall report research effort. The assessment benefited from the generous contributionsof time and guidance of many individuals, notably: Manuel Diaz, Senior CQI consultant; Edward Scott, Chief ofParty, CLP; Mohsen Al-Hubaishi, Agricultural Specialist, CLP; Ibrahim Basha, Program Manager, CLP; Mr. Hafiz
Karhash, Republic of Yemen’s General Director of Plant Production; Mohammed Humaid, Ministry of Agriculture
and Irrigation; and Michael Maxey, USAID Agriculture Program Office. Mr. Mohammed Humaid at the Ministry ofTrade kindly facilitated access to interviews and valuable official information. While this report includes new findings
from consultations, acknowledgement is extended to the the conclusions of previous studies funded by other donor
agencies which this report draws upon. Pierre Beaulne, CLP, Communications and Outreach Officer, crafted the
Executive Summary.
This report was prepared under the overall guidance and direction of Tamara Halmrast-Sanchez, USAID/Yemen.
COMMUNITY LIVELIHOODS PROJECTThe Community Livelihoods Project (CLP) is a program of the USAID/Yemen. CLP is improving the lives of people
who are most in need by working with communities, the Republic of Yemen Government (RoYG), and local
companies to create a more stable and resilient society. The program works in areas of economic development,
agriculture, health, education and governance. The CLP agricultural sector works with the Yemeni Government,
partners and beneficiaries to boost food security and improve incomes in project governorates.
Primary Contacts for Creative Associates International
Robert Jacobi RobertJ@CreativeDC.com | Edward Scott Edwards@clp-yemen.com
Creative Associates International, 5301 Wisconsin Ave. NW, Suite 700, Washington, DC 20015
Telephone: 202-966-9504 | www.creativeassociatesinternational.com
Cover Photo: Michael Bischof
DISCLAIMER
The views expressed in this report do not necessarily reflect the views of the United States Agency for International
Development or the United States Government. Creative Associates International prepared this report under theCommunity Livelihoods Project (CLP). Cooperative Agreement No. 279-A-00-10-0032-00

REDISCOVERING COFFEEIN YEMENUPDATING THE COFFEE VALUE CHAIN AND A
MARKETING STRATEGY TO RE-POSITION YEMENIN THE INTERNATIONAL COFFEE MARKETSDISCLAIMER
The author’s views expressed in this publication do not necessarily reflect the views of the UnitedStates Agency for International Development or the United States Government

CONTENTS
ACRONYMS AND ABBREVIATIONS............................................................................................................. 4
EXECUTIVE SUMMARY ................................................................................................................................... 5
PREVIOUS STUDIES AND COMMON FINDINGS.....................................................................................10
THE YEMENI ECONOMY ...............................................................................................................................13
Agriculture and the Current State of the Coffee Sector .............................................................................13
1. SECTION ONE: THE VALUE CHAIN .......................................................................................................16
1.1 Farmers’ Coffee Supply .....................................................................................................................................20
1.1.1 Food Security and Coffee ............................................................................................................................... 21
1.1.2 Women in Agriculture .................................................................................................................................... 22
1.2 Internal Consumption........................................................................................................................................22
1.3. Coffee Exports and Competitive Advantage...........................................................................................23
1.3.1 Exports to the Middle East and the US ..................................................................................................... 23
1.4 Strategy development with local partners ..............................................................................................25
2. SECTION TWO: U.S MARKET ANALYSIS AND MARKETING STRATEGY...................................27
2.1 Yemen Coffee – The Market Perspective ..................................................................................................27
2.1.1 Exemplary Quality............................................................................................................................................ 27
2.2 Product and Production Management ......................................................................................................28
2.4 Target Markets ....................................................................................................................................................312.4.1 Saudi Arabia ....................................................................................................................................................... 31
2.5 Emerging Markets ..............................................................................................................................................33
2.5.2 Promotion ........................................................................................................................................................... 33
2.6. Marketing Strategy Chart ...................................................................................................................36
RECOMMENDATIONS....................................................................................................................................41
Challenges .....................................................................................................................................................................41
Opportunities...............................................................................................................................................................42
REFERENCES ....................................................................................................................................................44
ANNEX 1. Surveys...........................................................................................................................................45
ANNEX II. Searching for Yemeni Coffee..................................................................................................46
ANNEX III. Coffee Areas & Production ....................................................................................................47
ANNEX IVICO Agreement. ...........................................................................................................................48
ANNEX V. Land Use ........................................................................................................................................49
ANNEX VI. MAI Structural Organization ................................................................................................50
ANNEX VII. Security Map ............................................................................................................................ 51

3

ACRONYMS AND ABBREVIATIONS
AOTR
CLP
CFC
CREATIVE
COTR
EGAT/AG
EOF
EU
FAO
FOB
GDP
GI
GOY
GTZ
ha
ICO
IFAD
ISFD
Kishr
kg
lb
MAI
MOT
m
mm
NGO
qat
SFD
SMEPS
USAID
WAT
WTO
YR
YSMO

Agreement Officer’s Technical Representative
Community Livelihood Project
Common Fund for Development
Creative Associates International Inc.
Contracting Officer’s Technical Representative
Bureau of Economic Growth, Agriculture, and Trade/Office of Agriculture
Economic Opportunity Fund
European Union
Food and Agriculture Organization
Freight on Board
Gross Domestic Product
Geographical Indications
Government of Yemen
Gesellschaft für Technische Zusammenarbeit (German Society for Technical Cooperation
hectaresInternational Coffee Organization
International Fund for Agricultural Development
Islamic Social Fund for Development
Arabic word for husks or peels. Coffee husks used to brew “Yemeni Coffee“kilograms
pound
Ministry of Agriculture and Irrigation
Ministry of Trademetersmillimeters
Nongovernmental organization
Catha edulis forssk, a mild narcotic shrub chewed. Also known as Khat.
Social Fund for Development
Small & Micro Enterprise Promotion Services
United States Agency for International Development
Women’s Association of Talooq
World Trade Organization
Yemeni Rials
Yemen’s Standardization Metrology and Quality Control Organization

4

EXECUTIVE SUMMARYINTRODUCTION

This report presents an assessment of the coffee value chain in Yemen and proposes concrete short- andmedium-term interventions to improve the livelihoods of rural coffee producers. Through such an approach
it is anticipated that food security can be enhanced and extreme hunger reduced in Yemen. In 2012, nearly
half of the population in Yemen was food insecure, and 22 percent were “severely food insecure, unable toproduce or buy the food they need… with almost half of the children under five in the country—two million
children—chronically malnourished and one million acutely malnourished” (WFP, 2012). 1 The findings andrecommendations of this report point towards the value implementing development interventions tostrengthen the entire coffee value chain in Yemen, from production through to marketing.

PURPOSE AND ORGANIZATION OF REPORTThe report is organized into two main sections that reflect the tasks assigned to the research team. Thesetasks are aligned with the development objectives of the United States Agency for International Development(USAID) and the priorities of the United States’ Global Feed the Future Initiative:
Section 1 explores the entire coffee value chain in Yemen;
Section 2 explores export opportunties for Yemeni coffee in the United States, Saudi Arabia, other emerging
markets, and proposes a marketing strategy to promote to these markets; andIt is hoped that the findings and recommendations in this report will be of interest to stakeholders in
Yemen’s coffee sector, the Republic of Yemen Government (RoYG), and donor agencies exploring potential
opportunities to support future development interventions that address food security, hunger, and help createa more stable, resilient economy for the people of Yemen.

METHODOLOGIESThe study is based on direct observations during field-visits and consultations with coffee growers in Yemen;interviews with key informants along the coffee value chain, particularly those situated in rural communities;
and a comprehensive desk review of conclusions from previous studies.

KEY FINDINGS
Trust and tradition are maintaining high market prices for Yemeni coffee, but the adulteration ofcoffee products is eroding brand trust. High prices paid to Yemeni coffee are comparable to prices paid
for excellent quality coffee in countries like Ethiopia, Kenya, Guatemala, and Colombia. At the same time,
the high prices that Yemeni coffee commands in the market are based more on trust and tradition than on
independent methods to verify the source and quality of Yemeni coffee. Low internal demand and the rising
prices of coffee in the local markets suggests a shortage in the internal coffee supply that may be being filledwith coffee from other origins. Exports to Saudi Arabian markets continue to be high, but exports to the U.S.
continue to decrease, despite the U.S. market’s recent interest in engaging in new businesses with Yemen.

1World Food Programme (2013). “Yemen: Overview” [web page]. Accessed on July 31, 2013 at
http://www.wfp.org/countries/yemen/overview

5Four main challenges face Yemen’s coffee sector: (1) productivity and quality, (2) institutional
capacity for sector representation, (3) land use and water scarcity, and (4) policy constraints. This
study identifies four broad challenges to the Yemeni coffee industry: 1) current productivity and quality; 2)
weak institutions to represent the coffee sector; 3) structural limitations, such as fertile land and water
scarcity; and 4) policy constraints. Previous studies have recommended a more efficient use of resources toincrease production. At the same time, since 2007 production has been almost stagnant. Despite thesignificance of coffee in the lives of the rural population, small plots and low yields extremely limit farmers’
incomes. In addition, the lack of a solid institution that represents the sector continues to be a challenge.
Despite the strengthening of the Yemen Coffee Association, this organization is still weak and, according to many
stakeholders, does not represent the whole industry.
Limited, but notable advances to address water scarcity. There have been some advances including more
efficient use of limited resources (e.g., water). Through the construction of water tanks and theimplementation of drip irrigation systems, some areas are now suitable for coffee. This is especially importantbecause different studies have identified the lack of water as one of the main limiting factors to ruraldevelopment and sustainable agriculture (CFC, 2013; WB/SMEPS, 2009; USAID/ARD, 2008; GTZ, 2008;
Roche and McCarthy, 2006; USAID/ARD, 2006).
Implementation of previous policy recommendations are strengthening the sector. The cofffee sector
in Yemen seems to have advanced the most in implementing the policy recommendations of previous studies(USAID, 2005; GTZ, 2006; USAID, 2008). For example, in 2007, Yemen became part of the ICO, and thecountry is ready to join the WTO in the coming months.
There is presently broad involvement of women in the coffee sector. Another finding in the coffee
value chain assessment is the role of women in coffee’s agriculture labor force. Women provide three fourthsof the total labor required for agriculture in Yemen. Therefore, these women’s groups deserve closer
attention.

RECOMMENDATIONSThere is no one-size-fits-all solution to the complex challenges facing the coffee sector in Yemen.
Consequently, after reviewing the findings and in-depth discussions with stakeholders, this study proposes aoverarching and specific recommendations to strengthen the future prospects for the cofee sector.
OVERARCHING RECOMMENDATIONSThere is a need to focus on productivity and quality. Any programs to increase productivity and quality
must focus on more efficient use of resources and best agricultural practices (BAP) and not on using morewater or land, which are limited in Yemen. Therefore, the RGoY and international community efforts should
focus on more efficient agronomical practices, such as implementing pruning techniques, fertilization usingorganic fertilizers, efficient processing, and renovation programs. In the end, this will lead to more and better
quality coffees.
Promoting best agricultural practices in husbandry, harvesting, and post-harvesting will increase theavailability, quality, and consistency of supply in Yemen in the short term. International BAPcompliant trainings in low-productivity areas will help farmers collect sufficient coffees to have leveraging
negotiation power with collectors and traders, thereby capturing better prices along the value chain. The
implementation of drying systems, and post harvesting and handling management can be implemented in the6short-term, along with upgrading of depulping systems; adoption of these suggestions will increase quality in avery short timeframe.
Appropriate densities should be consistent with local practices based on best agricultural practices(BAP) and should be implemented when planting new seedlings. New nurseries should be used to bothdisseminate good practices and to create additional sources of income for farmers’ associations.
Implementation of densities may vary depending on the area of production (e.g., valleys or terraces). Effective
densities will increase yields and reduce losses. The construction of water harvesting tanks and efficientirrigation methods such as drip irrigation systems will contribute to the efficient use of the scarce water
resources. This should be part of any efforts to renew plantation to increase productivity and yielding understrict environmental conditions.
Working with local partners and government institutions will be key to support future interventions.
The international community is investing the requisite resources, and the RGoY has small ongoing programs
that could be leveraged with other investments to maximize projects, particularly to upgrade the processing
method for Arabica Naturals so that it meets quality standards and is in compliance with the best practices of
the international markets. Some farmers’ organizations have already established a system of price differentials
paid to farmers meeting certain criteria. Nevertheless, the criteria used to pay for quality needs be upgraded tomeet international quality standards from specialty coffees.
A body that represents the coffee stakeholders is the foundation for a successful industry. A plan toeither modify or create a new coffee body should be established in the short term so that the industry can: 1)
speak with one voice to the international buyers, 2) understand international standards for quality coffee, and
3) have access to the latest advances in the industry. This board would also be able to establish effective
communication with the RGoY, international donors, and farmers’ organizations and their members in orderto leverage their resources and build a common agenda. Supporting agriculture as an income generation
activity will increase jobs available for more than half of the population living in rural areas.
Partnering Yemen with the US Feed the Future Initiative. This study finds considerable support for
taking steps to bring Yemen into the United States’ Global Feed the Future Initiative as a partner and focus
country. There are several reasons: Yemen’s role in the Middle East region in recent years; established, strong
partnerships among donors and the Yemeni Government; pressing food security issues; wide spread hunger,cross-cutting issues (i.e., gender, climate change, environment); and the complexity of issues facing the coffee
sector.
SPECFIC RECOMMENDATIONS
10 specific recommendations to boost Yemen’s coffee sector. The following ten recommendations areintended to complement and bolster the broad recommendations outlined above.
1. Organize workshops with Yemeni traders and exporters with the goal of developing a strategic
outlook for the coffee sector, focusing on strengthening the international competitiveness throughcollaboration and cooperation.
2. Modernize and strengthen the domestic consumption of Yemeni coffees. In cities like Sana’a,
modern style coffee bars have been established by a younger generation of entrepreneurs who open thesecafes with the objective to provide their clientele not only a genuine specialty coffee experience but also7

to provide them a multitude of options for coffee drinks from a well assorted menu. Baristas2 must be
trained and certified through hands-on workshops and barista-jams. Domestic barista and coffee brewing
competitions will elevate the skills of these coffee artisans further.
3. Furthermore, to provide the domestic industry additional support, organize training sessions
educating the (new) business owners in roasting techniques and specialty coffee quality
procedures, like cupping and grading practices.
4. Establish an industry work group to drive the process of preparing a competition and auction. It
has been proven that specialty coffee competitions and auctions help develop, strengthen and expand thecompetitiveness of the producing country. In addition, competitions will help accelerate the process of
rejuvenation of the industry and it is very likely, these events will facilitate a renaissance of the Yemeni
coffee industry.
5. Prior to this first official Yemen auction, a pilot coffee competition and/or a coffee caravan should
be organized. The invitees for this pilot should include key importers and traders from around theworld, and a selected number of roaster/ retailers from Japan, Europe and North America. A cupping
caravan or competition should include opinion makers, bloggers, a videographer and mainstream press(e.g., National Public Radio).
6. Modernize and streamline the supply chain to specialty roasters and retailers around the world.
Research and develop options to transport small lots directly to roaster retailer buyers using international
airfreight. Utilize modern styles of packaging (e.g., GrainPro, vacuum, etc.).
7. Create coffee maps and explain the unique differences between distinct areas of the country.
Design and launch a website with detailed information about Yemen’s coffee regions, the morphology ofthe beans, the people, and the flavor profiles offered. Write and publish articles about Yemeni coffee, theculture of the people, the history of Yemen Mocha, the unique varieties, and the coffee sector in the
country.
8. Launch a plan to register a brand for “Yemen Mocha” or “Genuine Yemen Mocha” coffee and set
up protocols for the certification of these coffees. Launch a feasibility study to identify therequirements, timeline and cost budget for a trademark registration initiative, which will allow the country
to reclaim the ownership for the “Mocha” name and all the variations on that name. Establish a process
for the validation of “Genuine Yemen Mocha” coffee through a stringent grading and cupping protocol.
9. Create a plan for international promotion and quantify the potential revenues of such a plan forthe coffee industry in Yemen. Participate in events of the SCAA and SCAE through a booth, organize
cupping events at these tradeshows and participate in Roasters Guild events. Invite the Roasters Guild
for a Yemeni coffee exploration with a selected group of specialty coffee roasters. Participate ininternational food fairs and competitions, for example “Fancy Food” (USA) and “SIAL” (France,
Canada). Organize a Yemeni coffee booth or pavilion at international tradeshows like SCAA, SCAE,SCAJ and Gulfood (Dubai).

2

A person who serves in a coffee bar.

8

10. Develop an internet-based system to track prices paid for domestic coffee prices and for exporttransactions. Transparency of prices paid for Yemeni coffees internationally, and for coffee
domestically, will provide important and necessary encouragement for farmers and intermediary traders
to support the specialty coffee culture.

9

PREVIOUS STUDIES AND COMMON FINDINGSOver the past decade, several studies have been conducted about the coffee value chain in Yemen,
including USAID/ARD 2005, Roche and McCarty 2006, GTZ 2008, USAID/ARD 2008, World
Bank/SMEPS 2009, and Common Fund for Commodities 2013. All of these studies highlight the
Yemeni coffee industry’s low productivity, and the difficulties and inconsistencies in quality anddifferentiation. CFC 2013 and GTZ 2008 further explore market access limitations and suggest someinterventions. The description of previous studies is grouped in different categories, which includes
productivity, access to markets and quality, creation of the coffee entity, structural problems (such as
water scarcity and limited fertile land) decreased internal consumption, and policy issues including:joining the ICO, policy dialog amongst coffee stakeholders, and accession to the WTO.
The challenges and the current status is described as follows:
Productivity issues: despite the fact that various studies suggest an intervention in these areas, theMAI data shows minimal increase in productivity; coffee has hovered around 300,000 bags since2007.
Access to markets and quality improvement: some efforts have been undertaken by variousorganizations, however, such efforts have not resulted in the development of new markets
particularly in the U.S., in fact exports to the U.S. have declined to 120 MT since 2005. The overallvalue of exports has decreased to slightly more than 10 million dollars.
Creation of a coffee entity: a coffee entity was created in 2007/2008 with a mission and formal
structure. However, the lack of commitment from the private sector and the rejection by some in thecoffee industry has resulted in minimal influence of such organization.
When analyzing new market opportunities to generate sustainable income for rural communities, theWorld Bank/SMEPS 2009, USAID 2008, GTZ 2008, and USAID 2005 studies recommend working
towards differentiated high quality markets. However, there are some other constraints such as thelimited capacity of local institutions and lack of a common language between producers, collectors,
processors, and exporters that have impeded steady advances in the industry.
Structural conditions such as water scarcity and limited fertile land available, which have also been
identified in previous reports, have received less attention, as they require relatively higher
investments. Recovering areas once planted in coffee would require a strategy to lure producers away10

from planting qat (see image 1).

Picture 1: Field in Taiz showing qat and coffee intermingled. Few coffee plants left (in the center of the picture).

Recommendations to enable the environment for a more competitive industry have been effective.
These include joining the International Coffee Organization, ICO as recommended by USAID ARD
in 2008 and 2005, and GTZ 2008, and the upcoming accession to the World Trade Organization,
WTO as mentioned by the CFC 2013, and proposed by USAID, 2008 and 2005.
Finally, the political situation and security factors impact any efforts made to enable the economy toenter the competitive path of open markets by threatening or disrupting the economy, particularly inthe country’s rural areas.
Below is a list of the most relevant studies and their findings. It includes the challenges, name of theentity that performed the assessment, and current status and progress.

11

TABLE 1: PREVIOUS STUDIES
Identification of challenges/ Entity conducting study/ Current status
CHALLENGES STUDY CONDUCTED BY

Productivity

Access tomarkets
Quality
Improvement

CFC 2013
WB/SMEPS 2009
USAID/ARD 2008
GTZ 2008
ROCHE/McCarthy 2006
USAID/ARD2005
CFC 2013
GTZ 2008
WB/SMEPS 2009
USAID/ARD 2008
ROCHE/McCarthy 2006
USAID/ARD 2005

Water
scarcity

ALL STUDIESALL STUDIES

Lim. Fertileland
Sust. Income

CFC 2013
USAID/ARD 2005
ALL STUDIESInternal
consumption
Need toaccess ICO

Policy dialog

CURRENT STATUS
and progress

Productivity has been almost stagnant since 2007 @300,000 bags

No new markets developed in the Quality Market in the U.S. Marked
dropped since 2005 from 700 to 120 MT
No improvement in quality. Differentiation based on the origin and not on
the quality

Some work related to water harvesting tanks and drip irrigation

Decreased internal consumption to 15%
USAID/ARD 2008
GTZ 2008
USAID/ARD 2005
USAID/ARD 2008
GTZ 2008
USAID/ARD 2005

Access WTO CFC 2013
USAID/ARD 2005
USAID/ARD 2005

Joined ICO in 2008 (see annex)

NoneRequest WTO in review and to be approved in 201312

THE YEMENI ECONOMY
Yemen is a low-income country and one of the poorest in the Arab world. It is highly dependent on
its declining oil resources for revenue. Oil accounts for roughly 25% of GDP and 70% of all
government revenue2. Yemen has tried to counter the effects of its declining oil resources by
diversifying its economy through an economic reform program initiated in 20063. The country’s
stability and security constraints, along with the natural resources limitations such as scarce water,
and limited productive land challenges the nation’s ability to progress. However, Yemen iscommitted to boosting non-oil sectors of the economy and foreign investment. The upcoming
accession to the World Trade
Organization, an example of
Yemen’s commitment, will result
not only in clear economic
opportunities but also in greatchallenges for agricultural sectorsthat are currently not competitive
such as the domestic productionof staple crops. High quality
coffee represents one of Yemen’s
few competitive advantages in the
agricultural sector. This advantage
is based on coffee’s tradition,
history, and unique flavor profile,which allows for its clear
differentiation in the international
markets. This crop represents areal opportunity to contribute to
Elevation Map
sustainable growth, social
development and governance strengthening, and offer an economic alternative that could help
contain the spread of qat in rural areas.

Agriculture and the Current State of the Coffee Sector
Second to extractive industries such as the oil sector, agriculture is the backbone of the Yemeni
economy. Agriculture accounts for 17.5% of the national GDP. About 74% of the population lives
in in rural areas. When combined with relevant services like the transport, processing, and trading

2 Revitalization of the Coffee Industry in Yemen. The common Fund for Commodities (CFC). 2013
3 World Fact Book. 201313

sectors, direct employment in agriculture is estimated at 54%.4 Despite agriculture’s modest
contribution to the GDP, it is the sector that generates the most employment in rural areas.
Coffee is produced in 17 out of the 21 Yemeni Governorates, benefitting more than 600,000 people,

40.00035.00030.00025.00020.00015.00010.0005.000-

Area (ha)Production (MT)

2007

2008

2009

2010

2011

2012

Graph 1: COFFEE PRODUCTION AND AREAS IN YEMEN 2007-2012

and covering close to 35,000 hectares (Ha). Since 2007, coffee production in Yemen has been almost
stagnant at approximately 300,000 bags5 (empirical data accounts for 385,000 bags). As seen in the
total coffee production there was a small increase in production, from 18,788 Metric Tons (MT) in2008 to 19,828 (MT) in 2012 which correlates with the slight increase in area planted.
While the Yemeni coffee trade enjoys some of the highest prices in the world, it also has some of thelowest yields. The official average production by smallholders is 550kg/ha. However, interviews withvarious local farmers lower this estimate to around 350kg/ha.
The demand for specialty coffee in the U.S. continues to grow, offering a great opportunity for
Yemeni coffee to recover its share in the U.S.—a share that has plummeted by half since 2005. The
specialty coffee sector in the U.S. accounted for total retail sales of roughly US $13.5 billion annuallyby 2009. By volume, specialty coffee accounts for between 15 to 20% of the overall coffee trading
volume in North America (Boot, 2011).

Value in
Dollars

2005

2006

2007

2008

2009

2010

2011

2012

17,584,341

12,649,065

12,966,621

12,558,640

14,481,551

12,761,178

16,014,065

10,381,619

CHART 1. Value of all Coffee Exports in US$ 2005-201245

National Agriculture Sector Strategy. MAI 2012-2016
Ministry of Agriculture and Irrigation, MAI data 201214

In the case of Yemen, the country’s positioning and competitiveness specifically depends on its
ability to successfully compete in the specialty category. Specialty coffee in the U.S. market is soldthrough various channels through which Yemen might access a share. Coffee shop chains (Starbucks,
Caribou, Coffee Bean & Tea Leaf) are responsible for approximately 13% of sales, independent retailroasters 2% of sales, gourmet food retailers (Whole Foods, Trader Joes) 17% of sales, supermarkets
and price Clubs 60% of sales, mass market food service companies (Dunkin Donut’s, McDonald’setc.) 8% of sales6. With a consistent supply of differentiated coffees, Yemen could access a share ofthese U.S. market channels. Also, obtaining certifications such as Certified Organic, certified Fair
Trade, certified Rainforest Alliance, or Utz Certified –consistent with the production of Natural
Coffees - could also present additional opportunities for sales of Yemeni coffee to the U.S.

6

Boot 201215

1. SECTION ONE: THE VALUE CHAIN
During this analysis, CQI reviewed previous studies on the coffee value chain in Yemen. Althoughmany of the limiting factors still remain as challenges (water scarcity, limited fertile land, competition
for arable land by qat), this analysis centers on key points along the value chain that are limiting theconsistent supply of high quality coffees. These factors are: 1) the limited supply of coffee, 2) lack ofstandards and differentiation systems, 3) absence of a leading coffee institution capable of identifying
and advocating for the whole industry and 4) a U.S. and local marketing strategy. The analysis will
describe the different stages of the value chain with special emphasis on the factors mentioned
above. The consistent supply, one of the weakest points along the value chain, could be improved
with the implementation of Best Agricultural Practices (BAP). Farmers’ low supply of coffee creates
additional transaction costs along the value chain resulting in the capture of minimal value in the

Picture 2. Step farming 1

transaction. Moreover, there is little information flow, price info or quality requirements; in addition,transactions are based more on trust and tradition than on quality or differentiation. An institutionthat advocates for the industry would help establish a common language for quality and standards
that is understood and trusted in the international market, encourage new or existing policies, andcarry the message of a legendary product: Yemeni coffee.
Value chains focus on value creation—typically via innovation in products or processes, as well as
marketing—and also on the allocation of incremental value7. Differentiation, as a tool to add value,
can benefit the lower part of the value chain, particularly the farmer. The coffee value chain in
Yemen is relatively simple it extends from farmer to local collectors or sub-traders, processors, local
7

Building Competitiveness in Africa’s Agriculture: A GUIDE TO VALUE CHAIN CONCEPTS AND APPLICATIONS. WorldBank 201016

traders, local markets, to traders (exporters) (see Value Chain diagram below). A collector requires
several transactions with numerous farmers to collect enough coffee for the processor, which creates
additional transaction costs and diminishes the quality of the final product. In Taiz, the Talooq
Women’s Association collects coffees from its members to later sell to a larger collector. The
association pays between 28000 YR to 37000 YR per Sadh8 of cherry. This translates in a value ofapproximately US $2.0 to 2.5 per pound of green coffee, which seems to be high when comparedwith international prices. However, the minimal density, small plots, (between 100 to 800 trees), andpoor yield per farmer make it hard for producers to achieve a sustainable income. According to the
Ministry of Agriculture and Irrigation (MAI), average producer holdings are generally between 0.25
to 1.0 hectares, which in a low yielding and poor production environment means that the income ofsmallholding farmers is extremely limited even if their product is bought at relatively high prices.
Currently prices are comparable to some of the top priced and more exceptional specialty coffees
from places like Ethiopia, Kenya, Guatemala and Colombia (Roche and McCarthy, 2006). While thisprice structure seems favorable to the producer, poor production techniques, limited natural
resources, low yields and competition of the narcotic qat have hindered coffee expansion.
Quality or differentiation is not considered in the transaction. Smallholders, the lowest part of thevalue chain, typically harvest their crop, dry it and then market it to local collectors, sub traders, or
merchants. Traders—in the mid and lower levels of the value chain—in Sana’a and Bajel haveestablished rudimentary differentiation systems. They use a 3-grade differentiation based on visualassessment, hand stripping, and sometimes size sorting9. However, there is minimal, if any, transferof extra premiums for quality to the farmers. For instance, Mr. Sowaid of Sowaid Trading, pays apremium price of 3% for certain characteristics. Such quality differentiation is based mainly on origin
and size, but not quality. Mr. Sowaid is the largest exporter of green coffee in Yemen. He used toexport approximately 200MT a year, but because of the relatively stagnant production and an aging
planting area, he now exports approximately 60 tons per year.
On the other hand, there are a few farmers’ organizations that have created a system to pay forcertain differentiation criteria. Mr. Shabbir Al Ezzi of Al-Ezzi Industries has been implementing amodel for differentiation based on local differentiation factors such as quality, amount of moisture,
and absolute density, that allows his organization to pay price differentials directly to producers. Hisorganization does not allow qat producers to join the group. Producers meeting the quality criteria
could get up to 12 cents per pound as premium price. Other traders differentiate based primarily on
origin, but these differentiations are not consistently applied throughout the value chain and thebenefits of the premium prices, if any, are not realized by small producers.
At each stage of the value chain, the number, names and proportion of the quality grades change (seevalue chain diagram below). Moreover, limited production increases the number of transactions
needed to allow for and export in volume by larger collectors. These collectors sort the beans based
more on regional or geographical attributes, than on quality. Finally, the beans enter the domestic orexport market as Yemeni Coffee. Although the estimates of illegal imports are not clear, someinterviews reveal that up to 30% may come from external sources such as Ethiopia, and in somecases Brazil and Vietnam. In discussions with industry experts, they estimate that the amount could
be around 2,000 MT or 10% to 15% o total production. Whether these import a re-exported as
89Sadah: measure of volume ranging from 27 to 30 Kg
CQI’ coffee expert. Manuel Diaz, Sana’a presentation. April 201317

Yemeni Coffee, or sold for the internal market is unclear. Current dynamics and support activities areshown below:

Chart 2: The Yemeni Coffee Value Chain

18

19

1.1 Farmers’ Coffee Supply
The supply of coffee is one of the weakest points in the value chain. The low production per farmerand smallholdings increase the number of transactions between the farmer, local collectors, and small
processors of the value chain that have to collect the proper amount of coffee to be sold. Because of
the limited availability of land, a constraint placed by the country’s environment, the productivity ofcoffee must be boosted by increasing the productivity per area, instead of increasing the hectares
planted in coffee. Other serious challenges to the coffee supply are Yemen’s limited water resources,
and its increasing qat (khat) production that competes for land and other natural resources10.
Adding value to the process could be quickly achieved through the implementation of Best
Agricultural Practices (BAP). This is an effective tool to increase productivity in the short term, bothat the level of crop yield and at post harvesting. These practices, which are becoming common in
Arabica coffee producing countries such as Brazil, Ethiopia, India, Uganda, Ecuador, Mexico, etc.,
could increase the product and its quality. With the implementation of BAP, Yemeni coffee could bemarketed as high quality coffee. Implementing a fast track approach to increase the yield of quality
coffees could help meet U.S. buyers’ increasing interest in Yemeni coffee.
Some national initiatives may help increase the productivity and availability of Yemeni coffee forexport to the U.S. The Yemeni Ministry of Industry and Trade, through the Enhanced Integrated
Framework Program (EIF)11, is currently providing support for agriculture focusing on increasing
productivity and improving quality. This program could be leveraged with a national effort toupgrade processing methods of Arabica Naturals so that they meet quality standards and bestpractices. In addition, the Ministry of Agriculture and Irrigation has regional offices in all thegovernorates and the coffee department is willing to provide
support for future interventions.
Local collectors and marketers inPrices in rural markets are relatively high at approximately
Taiz and Sana’a acknowledged that
U$7/kg (3.5/lb) for year 2012. The real prices in Yemeni Rials
some of their suppliers provide(YR) in rural markets have increased from their 2008 price ofthem with coffees for external
812 YR/kg to 1,583 YR/kg suggesting that there is lessorigins. A trader in Sana’a attested
CQI that they source around 30% ofavailable coffee in the internal markets. This fact seems totheir coffee from Ethiopia.
indicate that to catch up with the internal demand some local
traders source some coffees from other origins. However, it is
not clear whether these coffees are later exported tointernational markets, left for internal consumption, or both. This fact is also supported by sometestimonials in the local markets of imports12 from other origins such as Ethiopia, Brazil, orVietnam. In interviews, local collectors and marketers in Taiz and Sana’a acknowledged that some of
their suppliers provide them with coffees from these origins.

10

2012-216 National Agricultural Sector Strategy. Ministry of Agriculture and Irrigation. Yemen
The EIF is a multi-donor program, which supports LDCs to be more active players in the global trading system by helping themtackle supply-side constraints to trade.
12
GOY through the MAI and MOT issued a ministerial decree under the law 154/2004 to ban imports of coffee.
11

20

Year

2008

2009

2010

2011

2012

Average

812

1,231

1,481

1,733

1,769

Inflation

11.8

5.4

11.2

16.39

11.75

Real Price

812

1,168

1,332

1,489

1,583

ER (YR/U$)

199.78202.85219.59213.8

214.35

U$

4.06

5.76

6.07

6.97

7.38

Table 2: Coffee prices in rural markets in Yemen (Real Prices)
Source: Agricultural yearbook 2011/12

1.1.1 Food Security and Coffee
By creating quality standards for specialty Arabica and Robusta coffees Yemenis could diminish theimpact of food insecurity. Industry accepted specialty coffee standards stimulate rural economies incoffee producing countries, and communities develop sustainable livelihoods because of theincreased incomes due to improved coffee quality and production. Moreover, coffee farmers who
benefit from increased income based upon improved coffee quality and production gains are alsoable to increase production of staple and orphan crops, which increases food availability and bring
down food prices in local markets. Value added products such as Specialty Coffees could be an
excellent source of cash income for a number of reasons. First, there is a growing international
demand for the coffee, making it easily convertible into cash. Second, coffee production is low-tech
agriculture that is well within the capacity of the smallholder farmer to understand and initiate Best
Agricultural Practice (BAP). Third, coffee does not require outside labor beyond the capabilities ofthe family unit to prune, harvest, pulp, and dry. Fourth, with proper training the small holder farmer
can often produce a high quality, value-added product. Fifth and final, the coffee plant, which
produces an annual crop, does not have an especially high demand for soil nutrients and has adapted
well to Yemen’s soil conditions.
Food security is a foundation for building social and economic
development. According to the World Health Organization, The
World Food Summit of 1996 defined food security as existing“when all people at all times have access to sufficient, safe,
nutritious food to maintain a healthy and active life”. Commonly,
the concept of food security is defined as including both physicaland economic access to food that meets people's dietary needs aswell as their food preferences. Food security is based on threepillars. 1) Food access13 2) Food availability14 and 3) Food use15.
Improved agriculture provides sustenance, income andlivelihoods for Yemen’s rural poor. Prompted by rising foodPresident Barack Obamacalled upon Congress todouble U.S. support for
agricultural development indeveloping countries tomore than $1 billion as partof the strategy to solve foodinsecurity

13

Food access: People must be able to regularly acquire adequate quantities of food, through purchase, home production, barter,
gifts, borrowing or food aid.
14
Food availability: Food must be available in sufficient quantities and on a consistent basis. It considers stock and production in agiven area and the capacity to bring in food from elsewhere, through trade or aid.
15
Food use: appropriate use based on knowledge of basic nutrition and care, as well as adequate water and sanitation.

21

prices, droughts, economic instability people are unable to access food, or food may not be available.
Coffee, as a perennial crop is not only a source of sustainable income, but also provides a long term
opportunity for smallholder farmers to remain in their lands enabling environment for a moresustainable development. In addition, small coffee farmers produce other orphan and staple crops
alongside their main coffee crop, which improves their nutritional food basket and their incomes.
1.1.2 Women in Agriculture
According to Yemen’s Ministry of Agriculture and Irrigation (MAI), women provide about 75% of
the total labor required for agricultural activities in general. They perform an estimated 80% of the
livestock work, and they are largely responsible for the production of food crops on rain fed land forfamily consumption16 The Women’s Association of Talooq (WAT) (picture below) has played an
important role in the
production of coffee thoughrenovation of coffee fields in
Talooq, Taiz. This
organization is producing
seedlings to distribute to its
members. The WAT sells eachseedling at YR100 for its
associates and YR 150 for
non-members. In addition toproviding coffee beans, thenurseries may become an
important income generation
activity while at the same time
Picture 3. Women in Agriculture 1
providing a service for thiscommunity. The role ofwomen in this association is fundamental. They select the trees to be reproduced, select beans basedon appearance and plant them for up to six months in the nurseries before they are sold to thecommunity. They have become the tree providers for the area. The association was founded in 2001
and currently has 164 women members. This association also plays the role of collector, selling toregional collectors or exporters.

1.2 Internal Consumption
Estimations form MAI account for about 15%17 in internal consumption of coffee beans. However,some exporters emphatically mention that exports in Yemen account for about 50% of the total
production. This complicates the equation and suggests that there may be some coffees filling the
gap of this increasing demand.

16

Yemen: Agricultural Support Program (YASP), Tetra Tech 2007
17 MAI calculations 2009-2012

22

The local markets play an important role in the coffee value chain for coffee beans and theirbyproduct, the coffee husk or kishr18. The markets value a drink beverage made from coffee husks(kishr), thereby transforming what is elsewhere considered a by-product into a product of value.
Estimates from different sources indicate that approximately 11,000 tons of kishr are exported tointernational markets, particularly the gulf countries. Kishr prices are around half of what is paid forgreen coffee (U$3.5/kg). In some markets coffee beans are considered almost a by-product of Kishr.

1.3. Coffee Exports and Competitive Advantage
Since last year the value of coffee exports has decreased sharply. This could be due to factors such asaging low productive plantations, and slightly flat production (19,000 tons) since 2009. However, thecompetitive advantage of Yemeni coffee relies more on its tradition, history, and unique flavor
profile than on its quality. Yemen, as the first place where coffee was traded, preserves its uniquereputation and its name well regarded in international markets. Protecting this tradition could
become the primary tool to preserve its competitive advantage. Geographic Indications (GI) andprotecting names such as Mocka19, Matari, Hirazi, Haimi or Ismaili are strategies that may advancethe nation’s coffee industry. Moreover, its production system with minimal dependence on fertilizers,
its relative adaptation to harsh conditions and tolerance to some common diseases already positions
Yemeni coffee ahead of other origins. However, this has to work in tandem with production andquality strategies.
Upcoming accession to the World Trade Organization, an example of Yemen’s commitment, will
result not only in clear economic opportunities but also in great challenges for agricultural sectorsthat are not as competitive such as the domestic production of staple crops. Value added crops canaddress food security through increased incomes from premium prices. Quality coffee is one of the
few cash crops in which Yemen has a competitive advantage.

1.3.1 Exports to the Middle East and the US
Yemen’s greatest export market is Saudi Arabia; it accounts for more than 55% of the export shareof Yemeni coffee. (see graph 2).

18

Kishr. Coffee husk prepared as an infusion
Al-Mocka or Mocha, a port in the Red Sea, is famous for being the major marketplace for coffee from the 15th century until the
17th century where coffees where shipped to the world.
19

23

Exports to different destinations

MT

10000,0
8000,0Total

6000,0

Saudi Arabia

4000,02000,01102,72069,5 2232,5

United ArabEmirates

2.769
1.733

1.635

1.709

1.104

USA

0,0
2005 2006 2007 2008 2009 2010 2011 2012
Graphic 2: Yemeni Coffee Exports by Destination

The MAI’s data shows that there has been an increase in coffee exports to the Saudi market since2005. The exports to the U.S., on the other hand, have been plummeting, reaching their lowest pointin 2012 at just 179 tons. This seems to indicate that the quality of coffee available to U.S. importers
and roasters is inconsistent and unreliable. As noted above, interviews with local coffee industry
experts and importers in the U.S. suggest that some coffees are imported from other origins andsome fear that they may be re-exported as Yemeni coffee. All of this creates wary buyers in the U.S.
As a result, exports to the U.S. have declined steadily. In 2005 Yemen exported more than 700 MT
but this had significantly dropped by 2012 when the country exported less than 180 (MT) to the U.S.
at a current value of less than a million dollars.
Furthermore, recent meetings with the Ministry of Trade, Ministry of Agriculture and Irrigation, andsome private exporters suggest that by implementing a systematic training program designed to
improve quality awareness, production and marketing of specialty coffees would help meet the U.S.
industry’s rising interest in this product. This was in evidence during the 2013 Specialty Coffee
Association Trade and Exhibition (SCAA) in Boston when Yemeni government officials and private
sector representatives participated at the event. The manifest interest on the part of the U.S. industry
offers an opportunity to make real progress in the immediate future. Efforts to organize the industry
through a new national coffee board that can coordinate projects in growing areas, as well asfunction as a central point of communication and representation for the industry, are of particularimportance to those interested in increasing Yemeni coffee’s presence in the U.S. 20.
Producers and exporters are currently unaware of marketing tools such as the Cupping Caravan (seesupport activities in the value chain diagram) and Cup of Excellence Auctions, highlighting thegeographical identity of production zones such as Geographic Indications, and use of cup profiles astools to generate trust in U.S. investors in the coffee trade.

20

2013 Boston SCAA breakfast leadership meeting.

24

1.4 Strategy development with local partners
Working with different partners and coffee stakeholders in Yemen is extremely important, as they
will become the local forces and long term sustainability entities of the strategy. For instance, theMinistry of Trade’s EIF, a multi-donor program, which helps Least Developed Countries become
active players in the global trading system is willing to be an investment partner with other programsin coffee related activities. In addition, the Economic Opportunity Fund21, which is investing close to$40 million for three value chains including coffee, could partner with USAID to maximize thereturn for investment in the areas of coincidence. Amongst these partners, there is the need for thecreation of a coordination unit or coffee body, led by the Yemeni government, which combines theefforts of different groups and international organizations working to promote the coffee industry in
Yemen, so that these efforts are effective and leverage each other. Some of the potential partners arereceiving resources from international organizations and could be a partner to develop joint
programs. For instance, the Women’s Association of Talooq is currently working to provide coffee
seedlings to their communities and could become and important partner for a fast track approach toestablish BAP and renovate coffee plantations in the area. Furthermore, some private sector
exporters or processors such as Fee Coffee, Al Hamdani, or Shabir Al- Ezzi offer an opportunity todevelop Public Private Alliances (PPP) with USAID in the coffee sector. Al Hamdani, one of thelargest associations is willing to work jointly with the program to establish some demonstration plots.
A map chart of some of the partners and their potential roles are described below.
Chart 3. Map of potential actors or partners
Organization

Role

Proposed actions

Women’s
Association of
Talooq

Women in coffee and association
development

Represent leadership roles for women. Demonstration
plots. Nursery preparation. Application of Best
Agricultural Practices (BPA) and sharing of knowledge.

Al Shabi Ezzi
Haraz

Model of coffee differentiation andincentives to producers some of whomabandon qat to plant coffee crops.

Al Hamdani

Largest association and willing to establish
pilot projects.

Work with his farmers to create demonstration effect.
Opportunity to replicate and improve his differentiationand payment model. This model can be replicated withsmall producers and attempted in other areas that
produce coffee. It can offer an income substitution
scheme to qat producers.
Work on quality and standards. Offer land to do
demonstration activities. Opportunity to develop Public
Private Partnerships (PPP)Min. of
Agriculture

Policy and coordination of efforts in thecoffee Value Chain. Regional offices in 22
governorates.

Strengthen the coffee department and use of its
extensions in the 22 regional offices. Very supportiveof quality and differentiation.

Min. of Trade

Coordination on trade efforts. Promotion ofexports and competitive programs. Close
interaction with other GOY organizations,particularly with the MAI.

Fee Coffee

Largest producer and owner of coffee
farms. Leading investment efforts in thecoffee industry promoting local consumption
through it coffee shops.

The EIF is a multi-donor programme, which supports
LDCs to be more active players in the global trading
system by helping them tackle supply-side constraints
to trade. Leverage this program to advance the coffee
trade in Yemen.
Training and demonstration plots for the program.
Potential to develop Public Private Partnerships (PPP).
Key partner to develop a pool of professional baristasthat can help educate local consumers about quality
coffees.

21

Economic Opportunity Fund receives funding from IFAD, EU, and Islamic Fund for Development25

Economic
Opportunity
Fund (EOF)

Largest investor. Investing up to US $40
million in the Economic Opportunities
ProgramMr. Sowaid

Trader with extensive knowledge of themarket.

Largest investor and perfect resource to leverage workwith USAID Yemen. Work jointly with USAID in
increasing production in common geographic areas.
Leverage efforts in the production side of the value
chain. Apply similar Best Agricultural Practices tofarmers. Potential organization to lead a Coffee Body
or an association.
Work in coordination with other projects and leadefforts to bring together the industry.

26

2. SECTION TWO: U.S MARKET ANALYSIS AND
A MARKETING STRATEGY
2.1 Yemen Coffee – The Market Perspective
This section aims at providing a market perspective on Yemeni coffee; for that reason weinterviewed more than 30 representatives22 from international trading companies and specialty
roasters and requested that they share their opinions of Yemeni coffee.
The heritage and legacy of Yemeni coffee has been well known for centuries and almost any coffee
professional who we interviewed for this marketing study reiterated his/ her appreciation for theflavors and stories that surround Yemeni coffee.
Since more than 15 years, the proliferation of the specialty coffee industry has generated substantial
additional export revenues for countries like Ethiopia, Honduras, Brazil, El Salvador and many othercountries around the globe. Due to a myriad of reasons, which have been investigated and discussed
extensively in a series of well documented studies 23 that have been performed since 2005 by various
NGO’s and international organizations, Yemen has not been able to take advantage of the vast
monetary opportunities that can lie ahead for coffee producing countries that export coffee with arecognized differentiated flavor profile. The Coffee Exporters Guide24 categorizes Yemeni coffee asa coffee with “Exemplary Quality”:
2.1.1 Exemplary Quality
Exemplary quality coffees have a high intrinsic value with a fine or unique cup, and are usually ofquite limited availability. They are mostly retailed under straight estate or origin names. These areusually very well presented washed coffees, including some superior washed robustas, but also
include some naturals (Ethiopian Harars, Yemeni Mochas, some Indonesian arabicas) and top
organic coffees. They are true niche coffees.
Lindsey Bolger, a well-known industry expert25 commented:“For many people, Yemen is mythical in its place in the pantheon of specialty coffee. There's certainly a high degree ofinterest in Yemeni coffee for the cognizance within the coffee community”.
In general, there is little doubt amongst coffee professionals that Yemeni coffee is some of the mostunique coffee in the world. A range of factors contribute to this situation:1). The existence of unique heirloom varieties, resulting in the ability of the Yemeni coffee trees toyield unparalleled flavor profiles; 2). Excellent elevations, which can exceed 2,000 meters (6,562 feet);3). Centuries old traditions in the cultivation and processing of the coffee; 4). Challenging growing
conditions, resulting in stressed coffee beans with an unusual complex concentration of oils that yield
precious aroma and flavor constituents.
22

At least twenty coffee professionals were interviewed and more than ten professionals participated in a strategic discussion during
the 2013 Boston conference of the SCAA.
23
See Section One, Table I
24
The Coffee Exporter’s Guide, Third Edition, International Trade Centre, 2012
25 Lindsey Bolger, director green coffee procurement, Green Mountain Coffee Roasters, VT, USA

27

The review and analysis of the marketing opportunities and challenges for the Yemeni coffeeindustry require a systematic approach of its coffee sector.
Chart 4 identifies the elements for a structured discussion about Yemen’s coffee market potential.

Product

PricingIndustry
Structure

Purchasing
Process

Promotion

BuyersPerceptions

TargetMarkets

Distribution

SWOT
Analysis

Chart 4: Fundamental Parameters for Understanding the Market Performance of Yemeni Coffee

2.2 Product and Production Management
Tom Owen, founder of green bean distribution companies “Sweet Marias” and “Coffee Shrub”
identifies the production system of Yemeni coffee as follows:“To get yourself a pile of Yemeni coffee is much like building an anthill; it’s a microscopic operation. Every Yemeni
coffee farmer produces a miniscule amount of coffee per year. If you aren’t aware, a coffee tree on a modern technified
farm in Brazil produces about 1 Lb. of coffee per season. In Yemen….their plants produce much less, and the average
for a Yemeni coffee farmer is 300 trees on less than 0.2 hectares of land; it’s more of a backyard garden really. The
coffee farmer does not market their coffee. They pick their coffee cherries, dry them whole and intact and then they sell toa local collector who blends the dried coffee cherries from multiple farmers, resulting in a few bags of dried cherry pods”.
In Yemen, as in almost all coffee producing countries, the productivity of the trees varies with arange of factors:-

The biological alternation of the coffee trees (a good year after a bad year);-

Farming methods (irrigation techniques, mulching practices);-

Planted varieties (indigenous heirloom genotypes);-

Soil conditions and climate conditions.

28

Besides the production of coffee and qat, there are limited additional alternatives available to farmers.
In Yemen, coffee trees grow in relatively poor, stony soils, and coffee cultivation can have a positiveenvironmental benefit (fixing and stabilizing the soils, enriching the biodiversity). The country has ahighly fragmented production infrastructure (a large number of micro sized small holder farmers)
and the socio-cultural aspects of coffee cultivation, production and trading contribute to the fact thatcoffee is a way of life for a certain part of the Yemeni people.
The aforementioned aspects contribute to Yemeni coffee not being perceived as a ‘regular’commodity.
Shabbir A. Ezzi, Managing Director of Ezzi Industries, a well respected Yemeni coffee processor andexporter emphasizes the necessity of developing and emphasizing the value of quality rather thanbuilding the competitiveness of the coffee on price.
“Considering the growing conditions, the geography of the country, the inaccessibility to farms, we have to realize that
Yemen coffee can never be a commodity. That's the reality. It will never go down to price levels compared to other mass
producing coffee nations, so the key to the success is to extract the best quality of what nature has given to the country
already. To be able to identify those, and accept that Yemeni coffee is going to be expensive so we must develop the valueof the quality to meet the price. Not reduce the price to the existing quality.”
Craig Holt, founder and president of Atlas Coffee Importers summarizes how the characteristics ofthe fragmented and traditional Yemeni agricultural production system can be utilized as a potential
selling tool for the coffee and how the features of the industry can actually be utilized ascommunication tools.
“One of the solutions is by talking about Yemeni coffee with the emphasis on the individual growers and the beauty of
the landscape in which they work and the amount of tradition and energy that they put into it. These aspects always
resonate really well with the consumers. Creating the perception is really essential. Establishing the "pull through" isabsolutely critical.
Tom Owen refers to coffee farmers in Yemen as “locked in a time warp and growing their coffee inexactly the same way as their fathers and forefathers did before them”.
Other experts also refer to the fact that farmers seem to remain completely divorced from the needsof the market, which creates a challenging condition for making structural changes to the coffee’squality.

2.3 Yemeni Coffee Purchasing Trends
During the past fifteen years, new concepts in trading coffee have become steadily more embeddedin the structure of the specialty industry. If we observe trendsetting coffee roasters like Intelligentsia,
Stumptown and Kickapoo, the impression is created by these companies that their coffee buyers
directly and exclusively interact with the (cooperative) farmers of the coffee beans. Any apparent
contribution of a facilitating trading partner like an exporter or importer is carefully hidden under thepolished language and pictures displayed on the websites of these companies.
Initially, the trend of “direct trade” started with the desire of roasting companies to develop direct
relationships with their ultimate suppliers, the farmers of the coffee. With the evolution of these29

innovative buying strategies, it became necessary to leverage the direct relationship into a situation
where the roasting company could also request or dictate special processes for the production
process of the beans. As a result, pro-active roasters have become very successful in locking in
exclusive relationships with their coffee suppliers. In the case of Yemen, direct relationships appear
to be quite challenging, at the least because of the fact that so many participants can be involved in
the trading process. Chart 5 displays a simplified version of the subsequent transactions involving
Yemeni coffee beans. In many cases, additional traders or brokers can partake in the process. It is
obvious that the risk of blending and/or adulteration of coffee lots increases with the number ofoccasions where aggregation of coffee lots takes place. On top of that, with every additional
participant, the likelihood increases that unique information about the coffee gets lost in the process.

Farmers

Collectors/Su
b Traders

Processors•Harvesting anddrying cherries•Labor force
consisting of ahigh percentageof women•Local buyer•Aggregrating
micro coffee lots
•Transport tomajor city (e.g.
Sana'a)•Buyer based in
Sana'a or othermajor city
•Hulling, cleaning
and aggregating
coffee lots

Exporter

Importer•Quality Inspection •Quality inspection•Aggregating•Sales andcoffee lots
promotion to(small) specialty•International
roasting
promotion, sales
companies
and logistics

Chart 5: Yemeni coffee trading process with key participants

The application of Geographic Information Systems (GIS) could provide a very useful solution to
the possible lack of transparency of Yemeni coffee. An increasing number of specialty roasters selecttheir more precious coffee beans by multiple parameters like flavor profile, cultivar and the ecosystem and origin of cultivation, which -like in wine- can be a major decision factor in themarketability of the coffee. Geographic Information Systems (GIS) can facilitate the marketing ofspecialty coffees by delivering spatial data in the form of maps to the target buyer and consumer who
has also become increasingly more socially-minded with a growing interest in agriculture and theenvironment.

Lindsey Bolger emphasizes the fundamental aspects of quality consistency, on time delivery andespecially the need to be able to make connections with the producing communities.
“If you can't repeat and consistently deliver the flavor that brought people to the table to begin with and if you can'tdeliver the product on time, with the coffee arriving in the condition that the roaster expected than it will become a major
challenge. The marketing features of Yemeni coffee offer a huge potential. If we can't deliver on quality and if we can't
work internally to strengthen infrastructure to make the connections with groups of farmers at a community level (tohelp them understand about the pull on the market side), then we might have moments of opportunistic success but if
you're really looking for a way to sustain and grow an industry in Yemen, there obviously has to be a tremendous

30

amount of activity at origin and through the supply chain in order to continue on that promise of exciting and deliveringon those expectations that we're all eager to create.”
Vertically integrated supply chain models are –at an increasing rate- essential for the sustenance ofthe coffee buying strategies of roasters and importers. The survey included this following question: In
your purchasing of green coffee, do you have an active relationship with any other players in the value chain? (e.g.
involved in processing experiments or in special relationship coffees or direct trade).
The majority of buyers (13 out of 20) indicated that they are involved in some type of verticallyintegrated supply chain model, indicating that it is very important to collaborate closely withstakeholders who participate early on in the supply chain.
Once the relationship with a buyer has been established and the first order is confirmed, then it’s
essential to deliver as promised on the contracts. Producers and exporters in certain parts of theworld have developed a reputation for inconsistently supplied coffee. Specifically in Eastern Africa
and in many other remotely located countries in the world, the risk increases that some part of thecontract is not fulfilled. Craig Holt explains:“Contract performance is absolutely critical; delivering on time, complying to the specifications, lot after lot, year afteryear. Where do you start? If you do a great promotion and there's no contract consistency backing it up, everything falls
apart. If you do all this capacity building but if you don't have the market implementation built into that process, thenpeople on the ground are very frustrated. One of the key questions is going to be the timing and merging those twonecessities together in a thoughtful manner.”

2.4 Target Markets
The current export markets for Yemen coffee have been outlined in section one. Most apparent is
the growth of coffee exports to Saudi Arabia and the declining sales to traditional export markets for
Yemeni coffee including the U.S. and Europe.
2.4.1 Saudi Arabia
The largest export market for Yemeni coffee is Saudi Arabia and it accounts for approximately 55%of the export volume of all Yemeni coffee beans. Obtaining import data from the Saudi government
has proven to be very challenging; the data that are used for this report are estimates. In addition to
Yemeni coffee, the Saudi importers have also been buying increasing volumes of Ethiopian naturalsundried coffee, specifically from the Harar and Lekempti regions.
Like the rest of the Persian Gulf region, Saudi Arabia saw an explosion in consumer spending overthe past decade due to the expanding global energy demand. Per capita income is about US$15,000.
GDP has grown a robust 16.9% in the past year and is expected to grow 8.8% next year. Saudi
Arabia’s population is about 25 million, and it is expected to double within the next 20 years. Per
capita food consumption through 2015 is forecast to grow 7.31%, outperforming other Gulf
countries which have relied heavily on expatriate consumption. While consumption trends are
positive, it is important to note that Saudi consumers are fairly price sensitive compared to most of
their regional peers, and therefore products at the low end of the price range are likely to remain
particularly popular.

31

Despite the enormous growth opportunities, Saudi Arabia is a difficult market to enter. All products
must have Arabic text on the packaging, follow a rigorous import licensing procedure, and must be
Halal26. Many manufacturers obtain halal certification which assures Muslim customers that the
product is permitted.
Saudi coffee buyers utilize vastly different purchasing criteria for the selection of Yemeni coffee
beans than a specialty coffee buyer in Japan or North America. In Saudi Arabia, the appearance ofthe beans is weighed heavily in the purchasing process and other essential factors, like the flavor
profile or the age of the coffee beans is of lesser importance. On top of that, western buyers utilize
the Anglo American liquoring technique to perform the cupping of the coffee, and Saudi tradersmostly test the coffee using a traditional Saudi preparation.27
2.4.2 U.S. and Europe
Exports to the USA and Europe have been stagnant during the past ten years. Nevertheless, basicallyall U.S. based and European companies that we interviewed for this research expressed interest to
procure (more) coffee from Yemen. The lack of availability, the inconsistent delivery from lot to lot
and the poor grading practices seem to have impacted the purchasing volumes from Yemen.
The Annex I contains the results of the “Yemen Market Research” for which we interviewed twenty
different coffee buyers (roasters and importers), all predominantly from the USA and Europe.
The grand majority of these companies prefer the Yemen Mattari over the other popular Yemenibean types: Hirazi, Haimi and Ismaili. According to these companies, the main improvements
necessary for Yemen coffee are, (in order of importance): 1) Price is too high and pricing must
become more reasonable versus the quality provided; 2) Quality of the produced coffee must
improve; 3) Traceability is lacking; more information must be provided about the coffee.
Appendix II contains an illustration of the fact that Yemeni coffee is currently not on the radar
screen of some of the most famous specialty coffee buyers and roasters in the US. Companies like
Starbucks and Peets Coffee feature “Mocha Java” blends which contains a Mocha “wannabee” from
Ethiopia. Trendy roasters like Intelligentsia and Stumptown don’t make any reference to Yemen.
Importers in the US, with the exception of Knutsen Coffees Ltd, don’t carry any Yemeni beans
either. It is likely that the seasonality of the coffee has a lot to do with the current lack of availability.
2.4.3 Japan
Exports to Japan have remained at least consistent and probably increased during the past years.
Export numbers of the ICO and of other sources are quite contradictory however. We currently
estimate that up to 12% of Yemeni coffee exported is sold to Japan. The structure of the Japanese
specialty coffee market is multi-layered. Japan’s coffeehouse and roasting/retail segment has threedominant sub-segments: traditional coffeehouses (Kissaten), cafe-type coffeeshops (Seattle-style),
and self-serve (Teikakaku). Away-from-home and in-home consumption dominate the market, withvalue shares of 43% and 41.5%, respectively, although volume shares are divided almost equally at
1/3 among each of the segments. Although the market is very fragmented at the consumer level, theimporting and roasting segments are highly structured and traditional with about ten trading firms
26

Halal: Is an Arabic word meaning lawful or permitted.
“Saudi coffee, or ‘’Al-Qahwa’’ (Arabic: ‫ق هوة‬, qahwah), is made from coffee beans roasted very lightly or heavily from 165 °C (329 °F)
to 210 °C (410 °F) and cardamom, and is a traditional beverage in Arabian culture.
27

32

(shoshas) controlling the vast majority of green coffee imports, which is then sold primarily to fiveroasters who purchase at least 75% of the country’s green coffee imports. The remaining 25% of theJapanese imports is roasted by 500 medium sized roasting companies and at least 3,000 micro
roasters.28

2.5 Emerging Markets
Steven Ford, CEO of the MTC Group, a specialty coffee import conglomerate in the Pacific Rim,
comments on the considerations an importer uses to select specific origins in the portfolio of his
company.
“In Australia, as importers, we are dealing predominately with smaller café or shop roasters, roasting 1000 to 2000
pounds per week. These guys are making their buying decisions on a week to week basis, based on an offer sample thatthey have tasted and selected from a huge selection of high value coffees. Right now, in Australia, these roasters canchoose between at least 50 different high quality coffees at very high prices and in this case the role of the importer
becomes really challenging because we need to take the risk and the buyers won't commit and unless we have a uniquequality that we can trust and that our buyers can trust, the risk is not worth the reward.”
2.5.1 Distribution
Currently, most Yemeni coffee is exported from Hodeida; not from the old city of Al Mokha, which
led to the creation of the names of Yemen Mocha coffee and of the famed Mocha Java blend.
Hodeida is a hot and humid port, which is detrimental to the quality of the coffee. For this reason,alternative packaging protocols, e.g. GrainPro or vacuum packaging, must be considered. These
packaging styles will definitely provide important protection to the coffee quality, also given the longtransit times (45 days or more) for sea freight from Hodeida to the USA. In order to obtain a more
distinct positioning for the top-grade Yemeni beans, it is recommended that exporters explore theoptions for air-freight.
2.5.2 Promotion
Countries like Guatemala, Brazil and Panama have been very successful in launching a collaborative,
industry-supported effort to create, strengthen and utilize types of branding for marketing of green
coffee beans. Despite the legacy of Mocha coffee, the industry stakeholders of Yemen haven’t beenable to launch a unified marketing and branding initiative.
John Rapinchuk, President of Knutsen Coffee Importers, talks about the benefits of organizing a
coffee competition and auction event and about the importance of changing the dynamics in coffee
promotions; from a ‘push’ to ‘pull’ approach.
“We have worked in Kenya for many years through the auction system and there are many small lots offered. We haveworked with our exporter to consolidate small lots so that in one container we might have coffee from five different
cooperatives. This has proven to be very effective in promoting added value for Kenya coffees over the years. We havebeen judges in the Cup Of Excellence program in countries like Guatemala, Brazil, Colombia and Nicaragua and I
realize that geographic constraints. In each of these countries where the CoE has been held, at least a thousand or more
28

A Regional Strategy For The Specialty Coffee Value Chain In Eastern Africa; A Practical Approach To Driving Greater Value Capture
In The Region, Usaid, 201033

smallholder farmers submitted samples and on top of that these events were broadcasted through the national TV andin some cases the (vice) presidents of these countries have been present at the award ceremonies. It makes national news
and it raises awareness both within the country as well as abroad, in the US and Europe, of the availability andvariability as well as variety of any of the coffees. In addition, the auction that follows after the competition, on theinternet an in some instances the coffee receives ridiculous prices if, for example, a South Korean and a Japanese micro
roaster decide to bid against each other.”
2.5.3 Pricing
Annex I indicates the pricing of Yemeni green beans. At least half of the interviewees admitted
paying more than $5.00 per pound. Most buyers that were interviewed indicated that the price of
Yemeni coffee is too high versus the quality that was provided (11 out of 20 buyers). According tomost buyers, the special flavor characteristics of Yemeni coffee justify a higher price point than othercoffees but the quality of the coffee must improve (9 out of 20 buyers) in order to maintain theseprice points. In this regard it is obvious that quality preparation and price realization go hand in
hand.
Graciano Cruz, a coffee farmer from Panama and a processing innovator with many “direct trade”
relationships around the world provides some perspectives about the necessity of raising quality inorder to be able to command consistently high prices.
“I come from a small origin, Panama, where the scarcity of the beans is the main factor to push producers to increase
quality because of the fact that our pricing structure is a lot higher. Hawaii is another example in this context. We needto train farmers and all the professionals involved in processing to come with tangible quality improvements that aremarketable to buyers. The consistency of quality of the coffee in the market must become the leveraging tool to realize
consistently high prices in the market.”Mohamed Moledina, President of Moledina Commodities Inc., a coffee trading company based in
California, USA as a subsidiary of Rashid Moledina & Co. (MSA) Limited of Mombasa, Kenya
comments on the pricing of Yemeni coffee in light of the production process and the consistency ofquality.
“The availability of Yemen coffee is reduced, the majority is exported to Saudi Arabia and the rest is going to Japanand very little comes to the USA. An additional problem is the consistency of the quality and of course this can be
improved over time by upgrading the method of production and other quality protocols. I have travelled to Yemen about
seven times and I have seen the way the coffees are produced. Our family is in the production and export of coffee in
Kenya. What I observed in Yemen? I found the production process very primitive compared to what we have been used
to. I respected that at the same time because of the history. Over time I have been able to help out some of the producers
in Yemen as far as grading the coffee, selecting the coffee, hand sorting the beans etc. We have to do a lot more as far as
production is concerned. Once the level of supply is increased and once we get the consistency, then the next point ofcourse is the price. I am afraid that the price of Yemen coffee is at times too high for what it is worth, specificallycompared to Jamaican Blue Mountain or Kona coffee. We must be realistic about the pricing as well.”
2.5.4 Industry Structure
The international trading and export of Yemeni coffee shows some distinct oligopolistic featureswith a limited number of exporters competing for a relatively miniscule market share. It is reasonable
to assume that this phenomenon also causes the relatively high internal and export prices of Yemeni
coffee.
34

Tom Owen of Sweet Marias shares some interesting observations about the structure of the Yemeni
coffee industry and the importance of the presence and participation of manual laborers in the
production, sorting and grading of the coffee.
“In a growing region like Bani Mattar (Mattari coffee) there are thousands of farmers, as many as 100 collectors who
sell to a hundred collectors in Sana’a, selling to 6-10 exporters. The formation of -for example- farmer cooperatives, acommon and popular phenomenon in other origins, makes little sense when it would result in the sudden unemploymentof thousands of collectors, hand-sorters and screeners.”
As has been suggested during past years, the formation of a coffee association focusing on quality
improvement and on specialty coffee exports, will greatly increase the capacity of the coffee industry
to successfully develop high value coffee exports. It is necessary for all Yemeni stakeholders tocooperate rather than compete against each other.
2.5.5 Key Issues Prohibiting the Competitiveness of the Yemeni Coffee Sector
1. The Yemeni coffee industry lacks direction, cohesion and purpose relative to its international
competitiveness.
As discussed before, multiple strategic value chain analyses have been performed and various
industry experts have written proposals. Despite all this focused brainpower, very little has beenaccomplished so far for the development of the coffee sector. Instead of defining theoretical models,
practical action plans must be adopted and executed in order to establish a brighter future for thecoffee sector. Yemeni coffee traders and exporters tend to compete fiercely against one another andas a result, the chances to strengthen Yemen’s positioning in the international specialty marketplace
are weakened. If Yemeni traders and exporters start reaping the benefits of collaboration by
establishing a joint focus on the rejuvenation of the image of Yemeni coffee, then they will soon
realize that the total market for Yemeni coffees will increase, rendering many more economic
opportunities for the entire sector.
2. The failure to adequately investigate and categorize the multitude of unique Yemeni coffee
varieties has affected the uncertainty of the growing process and the inconsistency of grading
protocols as well as the marketing and exporting process. “Farmers are consequently unable to selectvarieties that are most adequate to their needs (e.g., drought resistant), and to prevailing market
requirements since it is not altogether clear what the characteristics of the varieties are and what
variety a farmer is getting from government nurseries. Inadequate coffee cultivation technologies andlargely ineffective extension services leave the farmers unable to capture considerable additional value
from their crops.”29
3. As described in section one, domestic consumption consists of a large percentage of traditional“coffee-tea” or “kishr”. The younger generation in major cities is interested in “western styles” of
specialty coffee.
Countries like Brazil, Colombia and El Salvador have proven that strengthening the domestic market
will benefit the international competitiveness of the country, specifically in developing the quality
awareness of the sector.

29

Moving Yemen Coffee Forward - Assessment Of The Coffee Industry In Yemen To Sustainably Improve Incomes And Expand Trade, USAID, 2005

35

4. Lack of availability of Yemeni top lots. Internationally, it is challenging to procure Yemeni coffees.
Coffee importers complain about a lack of supply of Yemeni coffees. Yemeni coffee traders andexporters are neglecting the business development to and relationships with buyers overseas.
5. Lack of information about Yemeni coffee in general. It is currently very challenging to find any
reliable sources of information about Yemeni coffee. Nowadays, international coffee buyers seek indepth information about the origin of their purchased coffees, about the specific background of the
producing country and about the suppliers of their (specialty) coffee lots.
6. Coffee companies around the world abuse Yemen specific brand names. As a result major
confusion exists about these names and as long as this situation continues, Yemen will never be able
to command top premiums for the for the most revered coffee types such as Mocha, Harras or
Matari. Various options are available to initiate legal proceedings to reclaim the intellectual ownershipto distinct Yemeni Geographical Indications like “Mocha”. In 2009, the International Trade Center
published a well documented “Guide to Geographical Indications” providing various examples of“GI’s” that were successfully registered for Jamaica, Kona and Guatemala; these countries or regions
have been able to formalize and legalize the registration of geographic indications for their coffees.
7. Lack of transparency in domestic and international pricing of Yemeni coffee. To buyers it is often
a mystery how Yemeni exporters or sellers set their pricing. It is usually not clear how the farmers
benefit and what part of the price goes to middlemen. Specialty coffee buyers nowadays command
transparency about pricing structures and they require the ability to trace coffee lots back to the
production region or preferably to the community where the beans originate.
8. Adulteration of Yemeni coffee with East-African and other sundried coffees. The extent of thisproblem is not clear; worst case scenarios talk about the massive illicit imports of 2,000 tons or more.
Very likely, a significant part of these imports are re-exported as Yemeni coffee. Top priority must be
given to establishing 100% trust with clients overseas and gaining their absolute confidence bycertifying they get what they pay for is.
9. International buyers consider Yemeni coffee as a relic of the past. During the past ten years, a newcommunity of roaster/ retailers has emerged around the world. These companies typically purchasethe high quality, high priced coffee lots offered by discerning specialty producers or through auctions
like “Cup of Excellence”. The rejuvenation of the Yemeni coffee industry is an absolute must.
Instead of polishing up the relic, priority must be given to rebuild the coffee sector altogether.

2.6. Marketing Strategy Chart36

Maketing Strategy Chart

Key Issue

Objectives

Domestic consumption consists of a large
Develop a domestic consumption
percentage of traditional “coffee-tea” or “kishr”.
campaign to promote the consumption of
The younger generation in major cities is interested specialty coffee drinks in Yemen.
in “western styles” of specialty coffee.

Proposed Action Plans
Organize barista training and certification programs.
Organize Yemeni barista competitions.
Support the establishment of specialty coffeebusinesses by training (new) business owners inroasting techniques and specialty coffee procedures.

Lack of availability of Yemeni top lots.
Internationally, it is challenging to procure Yemeni
coffees. Coffee importers complain about a lack ofsupply of Yemeni coffees.

Increase the variety and volume of supply of Establish an industry work group to drive the process
Yemeni coffee. Review the feasibility for a of preparing a competition and auction.
Yemen specialty coffee competition andauction (like Cup of Excellence).
Create a business plan for a 2014 Yemen coffee
auction.
Organize a pilot competition and auction with thesupport of key importers around the world and aselected number of roaster/ retailers in Japan, Europe
and USA.
Create practical solutions to address the lack Develop options to transport small lots directly toof availability and the lead times to procure roaster retailer buyers using international air freight.
Yemen coffee.

37

Key Issue

Objectives

Proposed Action Plans

Fundamental lack of information about Yemen
coffee in general. It is currently very challenging tofind any reliable sources of information about
Yemeni coffee.

Establish multiple channels and options toprovide detailed information about Yemen
coffee.
Coffee buyers need to know where topurchase Yemeni coffee and what thepurchase process entails. Roasters andretailers must be able to know about theunique selling points of Yemeni coffee.
Roasters, baristas and coffee aficionados
must know about the preferred methods ofroasting and preparation of the beans.

Create a Yemen Coffee handbook with specificinformation about regions, varieties, overview oftraders, exporters, importers and roaster/retailers.
Create coffee maps and explain the unique differences
between distinct areas of the country.
Design and launch a website with detailed information
about Yemen’s coffee regions, the morphology of thebeans, the people, and the flavor profiles offered.
Write and publish articles about Yemen coffee, about
the culture of the people, about the history of Yemen
Mocha, about the unique varieties and about thecoffee sector in the country.

Coffee companies around the world abuse Yemen Claim ownership of the geographical
Launch a feasibility study to identify the requirements,
specific brand names. As a result major confusion indication “Yemen Mocha”.
timeline and cost budget for such a trademark
exists about these names and as long as thisinitiative.
situation continues, Yemen will never be able toEstablish an international trademark
command top-$$ for the most revered coffee types. initiative to register the historicallyCreate the outlines of an international promotion plan
Think of Jamaica, Kona and Guatemala; theserecognized brand names “Mocha”, “Mokka” and quantify the potential revenues of such a plan for
countries or regions have been able to formalizeand “Moka”.
the coffee Yemeni industry.
and legalize the registration of their geographic
indications for their coffees.

38Key Issue

Objectives

Proposed Action Plans

Lack of transparency in domestic and international Publish prices for coffee transactions, bothpricing of Yemeni coffee. To buyers it is often anationally, in Yemen, as well as
mystery how Yemeni exporters or sellers set their internationally.
pricing. It is usually not clear how the farmers
benefit and what part of the price goes to
middlemen.

Develop a system to track prices paid for domestic
coffee prices and for export transactions.

Adulteration of Yemeni coffee with East-African and Establish a “Genuine Yemen Mocha”
other sundried coffees. The extent of this problem certification mark to provide quality
is not clear; worst case scenarios talk about theassurance to international coffee buyers.
massive illicit imports of 2,000 tons or more.
Such a mark would allow the Yemeni
industry members to upgrade the value of
their exports provide that this “Genuine
Yemen Mocha” is supported by an effective
branding and promotion strategy.

Establish a process for the validation of “Genuine
Yemen Mocha” coffee through a stringent grading andcupping protocol using the structure of the “Q”
tailored to the needs and specifications of Yemeni
coffees.

International buyers consider Yemen coffee a relicof the past. During the past ten years, a newcommunity of roaster/ retailers has emerged
around the world. These companies typicallypurchase the high quality, high priced coffee lots
offered by discerning specialty producers or
through auctions like “Cup of Excellence”.

Yemeni coffee is not recognized in the culinary
world.

Create a pilot project to certify “Genuine Yemen
Mocha” Q-coffees and market these coffees tooverseas buyers.

Launch an international campaign to reOrganize a cupping caravan for selected specialty
establish the connections with specialty
importers and distinct roaster/ retailers.
importers around the world. Engage with
The cupping caravan should include opinion makers,
specialty roaster/ retailers around the world. bloggers, a videographer and mainstream press (e.g.
National Public Radio)

Connect with the specialty coffee
communities around the world.

Participate in events of the SCAA and SCAE through abooth, cupping events, participation in Roasters Guild
sessions etc.
Sponsor barista’s to compete with distinct Yemeni
coffees in international competitions.

Gain a reputation and recognition withculinary experts and professionals.

Participate in international food fairs andcompetitions, for example “Fancy Food”, and “SIAL”.

39

Key Issue

Objectives

Proposed Action Plans

The Yemeni coffee industry lacks direction,cohesion and purpose relative to its international
competitiveness.

Create a sense of collaboration and cohesion Organize a workshop with Yemeni traders andamongst Yemeni traders and exporters.
exporters with the goal of developing a strategic
outlook for the coffee sector, focusing onstrengthening the international competitivenessthrough collaboration.
Strengthen the export performance ofOrganize trade missions to key export countries.
Yemeni exporters and traders.
Organize a Yemeni coffee pavilion at SCAA, SCAE, SCAJ
and Gulfood (Dubai).

40

RECOMMENDATIONS
The competitive advantage of Yemeni coffee is its unique quality, ancient history and reputation ininternational markets. Nonetheless, low productivity, lack of consistent quality and differentiation, weak
institutional support, inconsistent access to quality, a market driven strategies are pressing constraints. If
these obstacles are overcome, the coffee industry could rapidly turn into a sustainable income generation
activity for rural farmers.

Challenges
Lack of productivity is one of the limiting factors that has yet to allow Yemen to meet the increasing demandfor its coffee. The natural limitation of fertile land, the inefficient use of scarce water resources, low density
plantings, along with old plantations, and small plots per family—between 100 and 800 trees—hinder
producers’ ability to achieve a sustainable income even at the currently relatively high prices paid for Yemeni
coffee. The overall production potential is limited principally by its natural resources and secondarily by poor
cultivation and lack of application of Best Agricultural Practices or other techniques that are more efficient in
the use of limited resources.
Poor productivity mostly explains the very low earnings of small holders. With average plots of less than aquarter of a hectare, the gross revenue figures are not promising. Smallholders are faced with extremely low
earnings. The total gross earning per year on a 0.25 ha plot can be around US $700/year30 at current prices,which makes a daily salary close to US $2 a day, pushing cultivators towards other income generation
activities. Collectors, with similar margins but reduced risks, fare somewhat better in the value chain. In
addition, the number of transactions required to gather saleable volume is high and gives farmers less leverageand negotiation power with respect to small collectors and middlemen along the value chain.
Lack of standards and compliance with international parameters, endanger the Yemeni coffee industry’s
capacity to respond to the increased demand for quality coffees in the international markets, particularly in
the U.S. Irregular harvesting practices, minimal post-harvesting methodologies, and deficient drying and depulping techniques decrease the uniformity and quality of coffees. Also the minimal flow of information, andlack of familiarity with international market standards diminish farmers’ negotiation leverage and thepremium prices that they could potentially obtain.
Water is still one of the structural limiting factors in Yemen, and has been so since ancient times. With anaverage of 10-20 in/year, lack of water is a major impediment for agriculture in Yemen. Compounding thisissue, most plots’ lack drainage systems, effective collection systems, or effective management of runningwater. Rainwater can also cause problems because it washes out nutrients and erodes fertile land.
Due to deficient post-harvesting techniques, old de-pulping machines, and uneven drying practices, thecoffee’s quality is inconsistent and unreliable. Quality and consistency are the principle factors needed toaccess a differentiated market such as the high quality coffee market.
Currently, coffee groups or organizations, government institutions, and exporters do not speak a common
language in terms of standards, priority interventions, or policy dialogue. In addition, according to various
producers’ organizations, the current entities do not represent the interests of the industry as a whole.

30

Internal calculations based on MAI data on average farm gate price 2012.

41

Opportunities
There have been initiatives that have had little or no influence in the coffee industry and organizations that
require a reorganization of their roles and responsibilities to effectively convey a common message.
Furthermore, in many cases, security has impeded the efforts to access rural areas making it difficult toimplement programs. Yet, in various interviews the GOY expressed its firm interest in supporting agriculture
as an income generation activity, allocating—in conjunction with international donors—resources to promote
the most promising value chains, including coffee, thereby boosting other sectors of the economy. In
addition, the recent broad-based national dialogue and the inflow of international resources, indicate that thismay be a propitious time to boost production, quality and differentiations, and implement a sustained
institutional strengthening to move the industry into more sophisticated markets.
Promoting Best Agricultural Practices (BAP) could increase both availability, and consistency of supply. In
addition, instituting training compliant with international best practices in quality standards, and encouraging
group development in low production areas may help farmers to collect significant amounts of coffee thereby
providing them with more negotiation power, better prices and, in some cases, diminishing the number oftransactions. Improving post-harvesting practices such as drying systems and post-harvest handlingmanagement is achievable in the long term. Also, upgrading de-pulping systems is essential as it will diminish
losses and increase quality in a very short cycle.
The sector should implement appropriate standards based on BAP for densities according to the areas ofproduction e.g. valleys (wadis) or terraces. Effective densities should be established according to the type of
production in order to increase efficiency and production. Furthermore, small producers’ organizations—such as the ongoing nursery program by the Women’s Association of Talooq that provides new seedlings forfarmers in the area—could assist the renovation efforts. This could become not only a source of planting
material, but also an additional source of revenue for the whole community, particularly for women’s groups.
There are methods that better use Yemen’s scarce water resources, such as water harvesting tanks combinedwith drip irrigation systems. Their implementation will provide a more efficient use of water. Efficientmanagement of the nation’s limited water resources should be part of any effort to increase productivity,
consistency of supply, and achieve quality standards in the short term.
Any effort from a coffee body, the GOY, or the international community must focus on more intensive andmore resource-efficient practice, and on reclaiming some of the land previously dedicated to coffee that iscurrently being used for other crops like qat, instead of on expanding to previously uncultivated land.
Cooperation and collaboration with GOY institutions, research organizations, private investors, and other
donors is of paramount importance to ensure the success of any improvement in the coffee industry.
The Ministry of Agriculture and Irrigation has expressed its commitment to support coffee interventions
through its regional offices in all the governorates, and the coffee department is willing to provide support for
future interventions. Moreover, the Yemeni Ministry of Industry and Trade, through the Enhanced
Integrated Framework Program (EIF) is also willing to collaborate. This program could be leveraged with anational effort to upgrade processing methods of Arabica Naturals to meet the quality standards and bestpractices of the international market.
Access to high quality and sophisticated markets could be encouraged through activities such as the Coffee
Caravans, Auctions, and Cup of Excellence contests that will help create a common understanding of quality,
connect producers to markets, and reward winners of these contests. These support activities will also
improve the communication with roasters in the U.S., providing communities the opportunity to establish
direct relationship arrangements.
High value crops, like quality coffee, can play an important role in providing income substitution
opportunities that would enable the environment to recover fertile lands currently in qat production. To
contribute to Yemen’s sustainable growth, small organizations can play a key role. For example, Shabir Al
42

Ezzi’s association has established basic systems of differentiation that pay price differentials to farmers
meeting certain criteria. One condition for these differential payments is that the farmers are not allowed to
grow qat. Both the MAI, and some private exporters have expressed the need to implement training
programs aimed to improve quality, awareness, production, and marketing of specialty coffees.
A strengthening plan should be developed, to either modify an existing coffee organization, or create a new
inclusive coffee body that represents all of the coffee community. It is key that government institutions suchas the MAI or the MOT be involved with some of the efforts of such a group. Supporting or strengthening a
coffee body, would help the coffee sector develop a collective language for quality and standards, which isboth understood and trusted in the international markets.
By coordinating funding options as well as becoming the central point of representation for the industry, thecoffee organization will be able to: provide its members with technical standards, establish an effective
coordination with GOY or international donors to leverage their resources, initiate a policy dialogue agenda,
and, finally, carry the message of this legendary and well regarded product to international markets.
Efforts to organize the industry through a national coffee board could improve coordination and resource
allocation for projects in in growing areas. It could become the central point of communication andrepresentation for the industry by allowing the world to rediscover Yemeni coffee. With the implementationof these recommendations the coffee value chain will have an opportunity to create resilient communities bymaintaining rural employment, and increasing the income of the rural poor.

43

REFERENCES
Common Fund for Commodities. (CFC) Revitalization of the coffee industry in Yemen. 2013
Ministry of Agriculture and Irrigation of Yemen. 2012-2016. National Agricultural Sector Strategy.
Ministry of Planning and International Cooperation of Yemen. 2012. Central Statistical
Organization.
Olaf Paulsen. 2008. GTZ. Braking the Vicious Circle in Coffee
Pub, Diane. 1989. Agricultural policies of Yemen: implications for women in agriculture.
UN Women In cooperation with FAO, IFAD and WFP. 2011. Expert Group Meeting Enablingrural women’s economic empowerment: institutions, opportunities and participation.
Roche, David and McCarthy S. 2006. Coffee Production and Competitiveness in Yemen.
USAID/COMPETE. 2010 Uganda Coffee Supply Value Chain Analysis.
USAID/ARD. 2005. Moving Yemen Coffee Forward: Assessment of the Coffee Industry tosustainably Improve Incomes and Expand Trade.
USAID/ARD 2008. Expanding Yemen’s Specialty Coffee Industry: strengthening the role andcapacity of the Yemen Coffee Association and Coffee Producer Associations.
USAID/ARD. 2008 Yemen: Agricultural Support Program (YASP) Tetra Tech. 2007
USAID FEWS NET. 2006. Adjusting Prices for Inflation and Creating Price IndicesWorld Bank/SMEPS. Analysis of 5 value chains. Yemen. 2009
Warnken, P. F.; Nicholson, C. F. 1989. Agricultural Experiment Station. USAID Office of Womenin Development, Washington, D.C."

44

ANNEX 1.Surveys

45

Yemeni Coffee Research

1. Tell us about you

Name:

Company:

City/Town:

Country:

Email Address:

1 of 16

Response

Response

Percent

Count

100.0%

20

100.0%

20

100.0%

20

100.0%

20

100.0%

20

answered question

20

skipped question02. What is your key business activity?
Response

Response

Percent

Count

Roaster

55.0%

11

Importer

45.0%

9Retailer

15.0%

3Wholesale Retailer

15.0%

3

Cafe

10.0%

2

10.0%

2

answered question

20

skipped question0

Response

Response

Percent

Count

Other (please specify)

3. Did you ever purchase Yemeni coffee during the past 10 years?

Yes

90.0%

18

No

10.0%

2

answered question

20

skipped question0

2 of 16

4. Based upon your past experiences with Yemeni coffee, would you consider buying
Yemeni coffee again?
Response

Response

Percent

Count

Yes

100.0%

18

No

0.0%

0

answered question

18

skipped question2

5. Can you share with us the price level you paid for the Yemeni coffee?
Response

Response

Percent

Count

less than $3

6.3%

1

$3 to $4

0.0%

0

$4 to $525.0%

4

$5 to $6

25.0%

4

$6 to $7

12.5%

2

more than $7

31.3%

5

answered question

16

skipped question

4

3 of 16

6. In your purchasing of green coffee, do you have an active relationship with any otherplayers in the value chain? (e.g. involved in processing experiments or in special
relationship coffees or direct trade).
Response

Response

Percent

Count

Yes

66.7%

12

No

33.3%

6

if YES, what is this relationship? Can it be expanded to help grow your business?

10

answered question

18

skipped question2

7. Who do you think in the coffee value chain has the greatest impact on your business ?
Response

Response

Percent

Count

Farmer46.7%

7

Exporter

13.3%

2

Shipper

0.0%

0Importer

40.0%

6

Other (please specify)

4 of 16

5

answered question

15

skipped question5

8. What type(s) of Yemeni coffee did you purchase?
ResponseCount
16
answered question

16

skipped question4

9. What is the current indicative volume of your Yemeni coffee purchases per year?

up to 100kg (220 pounds)
between 100kg (220 pounds) and 1t(2 200 pounds)
between 1t (2 200 pounds) and 10t(22 000pounds)
over 10t (22 000 pounds)

Response

Response

Percent

Count

25.0%

3

25.0%

3

16.7%

2

33.3%

4

Other (please specify)

5 of 16

6

answered question

12

skipped question810. Which coffees do you see as a substitute for Yemeni coffee? (multiple answers can begiven)
Response

Response

Percent

Count

Ethiopian Sundried Natural

93.3%

14

Other African Sundried Natural

46.7%

7

0.0%

0

Indian cherry

0.0%

0

Other, please specify

13.3%

2

Central American special process
coffeeOther (please specify)

6 of 16

5

answered question

15

skipped question511. Which regions in Yemen are your preferred regions? (multiple answers can be given)
Response

Response

Percent

Count

Mattari

83.3%

10

Hirazi/Harasi

41.7%

5

Haimi

25.0%

3

Saihi

0.0%

0

Ismaili

33.3%

4

Sharasi

0.0%

0Dhamari

0.0%

0

Rimy

0.0%

0

Can you tell us why?

7 of 16

9

answered question

12

skipped question812. What is your preferred preparation of Yemeni coffee? (multiple answers can be given)

Turkish - dzezva

Response

Response

Percent

Count

0.0%

0

53.8%

7

38.5%

5

Moka pot

7.7%

1

Espresso

15.4%

2

Pour over style (Hario, Chemex,
Walkure...)Full immersion style (French press,
clever drip...)Other (please specify)

3

answered question

13

skipped question7

13. What percentage of purchases is FTO certified versus conventional?
Response

Response

Percent

Count

0%

50.0%

8

0%-10%

6.3%

1

10%-30%18.8%

330%-60%12.5%

260%-90%

0.0%

0

100%

12.5%

2

answered question

16

skipped question4

8 of 16

14. How do you rate Yemeni coffee in terms of quality versus other sundried natural coffees
you purchased in the past?
Response

Response

Percent

Count

You find Yemeni coffee
exceptional and unique far
above other sundried natural

41.2%

7

29.4%

5

11.8%

2

17.6%

3

0.0%

0

answered question

17

skipped question3

coffee
You prefer Yemeni coffee overother sun dried naturals
Yemeni coffee is the same quality
as other sun dried naturals
You like other sundried naturals
better then Yemeni coffee
You do not like Yemeni coffee

9 of 16

15. How do you rate the price/quality ratio of Yemeni coffee versus other sundried naturalcoffees?

Yemeni coffee is cheap comparing
to other sundried natural coffees

Response

Response

Percent

Count

0.0%

0

5.9%

1

0.0%

0

52.9%

9

41.2%

7

answered question

17

skipped question

3

Yemeni coffee is affordable
comparing to other sundried naturalcoffees
Yemeni coffee is at the same levelof price/quality ratio as othersundried natural coffees
Yemeni coffee is more expensive
then other sundried naturalcoffees
Yemeni coffee is very expensive
comparing to other sundried naturalcoffees

10 of 16

16. What percentage of your green beans do you typically buy from importers?

I do not buy green coffee

Response

Response

Percent

Count

6.3%

1

25.0%

4

up to 10%

6.3%

1

between 10% and 40%

12.5%

2

between 40% and 60%

18.8%

3

between 60% and 90%

6.3%

1

25.0%

4

answered question

16

skipped question

4

I buy coffee directly from thefarmers and producers

I buy green coffee only from
Importers

17. What are the key benefits of your most important suppliers? (multiple answers can begiven)
Response

Response

Percent

Count

Quality75.0%

12Pricing

37.5%

6

Logistics

62.5%

10

Marketing Support

6.3%

1

Sales Support

6.3%

1

Other (please specify)

11 of 163

answered question

16

skipped question4

18. What do you see as the key logistical and infrastructural challenges to purchase
Yemeni coffee? (multiple answers can be given)
Response

Response

Percent

Count

Storage

8.3%

1

Transport

50.0%

6

Lacking information

41.7%

5

Lacking availability

33.3%

4

Communication challenges

33.3%

4

Other (please specify)

12 of 16

5

answered question

12

skipped question819. What are the quality challenges with Yemeni coffee? (multiple answers can be given)

Sample is inconsistent with thearrival lot
Coffee quality is inconsistent inquality from delivery to delivery

Response

Response

Percent

Count

28.6%

4

71.4%

10

42.9%

6

42.9%

6

64.3%

9

Lacking traceability; difficult toverify where the coffee wasproduced
Aging of the coffee; the coffee
lacks freshness due to age
Grading; the coffee has aninconsistent poor grade

Other (please specify)

13 of 16

1

answered question

14

skipped question620. Do you face other challenges with your possible procurement of Yemeni coffee?
(multiple answers can be given)
Response

Response

Percent

Count

Financial transaction

9.1%

1

Language barriers

0.0%

0

Pricing

63.6%

7

Reputation of seller

27.3%

3

Lack of communication

45.5%

5

Other (please specify)

14 of 163

answered question

11

skipped question921. Given the main market opportunities, what are –in your opinion- the main improvementsthat need to take place along the value chain of Yemeni coffee? (multiple answers can begiven)
Response

Response

Percent

Count

Quality of the produced coffee
must improve
Availability must improve; right now
it's hard to purchase the coffee

56.3%

9

37.5%

6

68.8%

11

50.0%

8

18.8%

3

18.8%

3

Price is too high and pricing
must become more reasonableversus the quality provided
Traceability is lacking; more
information must be provided about
the coffee
Business practices of the sellers of
Yemeni coffee must improve
Other, please specify

Other (please specify)

3

answered question

16

skipped question

4

22. Would you purchase more Yemeni coffee if the supply chain is improved?
Response

Response

Percent

Count

Yes

93.3%

14

No

6.7%

1

answered question

15

skipped question5

15 of 16

23. What volume would you consider buying?

up to 500kg (1.100 pounds) /year
500kg (1.100 pounds) - 5t (11.000
pounds)5t (11.000 pounds) - 20t (44.000
pounds)over 20t (44.000 pounds)

Response

Response

Percent

Count

33.3%

5

26.7%

4

13.3%

2

26.7%

4

Do you have more precise amount? (please specify)

2

answered question

15

skipped question5

24. Do you have additional observations or comments that we have not discussed?
ResponseCount
8

16 of 16

answered question

8

skipped question

12

ANNEX 1I. Searching Yemeni Coffee

46

ADDENDUM	
  2:	
  Searching	  	
  for	  Yemen	  Coffee	
  in	
  the	  US	  market	
  
	
  
	
  
Knutsen	  Coffees	
  Ltd.	
  Website:	  YEMEN	  	
  SANANI	  	
  HAIMI	  We	
  all	
  know	
  about	  the	
  turmoil	
  going	
  on	
  in	
  this	  part	  of	
  the	
  world,	
  and	  Yemen	
  is	
  certainly	
  one	  of	
  the	
  hot	
  spots.	
  	
  This	  has	
  done	  nothing	
  to	
  enhance	  the	  availability	
  of	
  great	  coffees,	
  nor	  to	
  reduce	  their	
  prices.	
  	
  We	
  have	  managed	  to	
  obtain	
  what	  we	
  consider	
  the	  best	  of	
  the	
  current	
  offerings,	
  YEMEN	  	
  SANANI	  	  HAIMI	
  	
  	
  .	
  	
  This	  coffee	
  is	
  grown	
  at	
  very	  high	  altitude	  and	  allowed	
  to	
  dry	
  on	
  	
  
the	
  tree.	
  It	
  derives	
  its	
  wild	  and	
  intense	
  fruity	
  character	
  from	  this	  unique	
  harvesting	
  method.	
  	
  Because	
  the	
  land	  is	  so	
  arid	  that	  most	  coffee	
  is	
  irrigated,	
  the	
  fruit	  dries	
  without	
  mold	  in	
  most	  cases.	
  	
  The	
  small	
  beans	  are	
  dense	  and	  the	
  
cup	
  	
  is	
  intensely	
  flavored.	
  	
  We	
  sampled	
  several	
  lots	  and	
  this	  HAIMI	  was	  the	  most	
  complex	  and	
  without	
  defects.	
  	
  	
  It	
  is	
  expensive	
  but	  it	
  is	
  worth	  it!	
  

	
  
	
  
	
  

	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  

	
  

	
  
	
  

	
  

	
  
	
  

	
  

	
  

	
  

	
  

	
  

	
  

	
  

	
  

	
  

	
  
	
  
	
  
	
  

	
  

ANNEX III. Areas & Production of Coffee

47

ANNEX 1V. ICO Agreement48

DN 3/08/ICA 2007
International
Organización Internacional delOrganização Internacional do
Organisation Internationale duCoffee Organization
Café
Café
Café

27 February 2008

Depositary Notification

INTERNATIONAL COFFEE AGREEMENT 2007
CONCLUDED IN LONDON, 28 SEPTEMBER 2007
YEMEN: SIGNATURE

The Executive Director of the International Coffee Organization (ICO), as the chief
administrative officer of the Depositary for the International Coffee Agreement (ICA) 2007,
communicates the following:
The above action was effected on 27 February 2008.

Attention: Treaty Services of Ministries of Foreign Affairs

International Coffee Organization
22 Berners Street,
London W1T 3DD
Tel: +44 (0) 20 7612 0600
Fax: +44 (0) 20 7612 0630
Website: www.ico.org
Email: depositary@ico.org

EANNEX V. Land Use Map

49

ANNEX VI. MAI structural Organization

50

ORGANISATIONAL CHART FOR MAICABINETMINISTER

AFPPF

CONSULTANTCACBPLANNING, MONITORING &EVALUATION

SECRETERIATMINISTER’S OFFICE

GENERAL AUTHORITIES &COOPERATIONREPRESENTATIVE OF
THE GOVERNMENT IN FAO

STATISTICAL AND
AGRICULTURAL INFORMATIONAGRICULTURAL PROJECTS(ANNEX I)

DEPUTY MINISTER IRRIGATION SECTOR
AGRICULTURAL & LAND RECLAMATION

DEPUTY MINISTERAGRICULTURAL SERVICESSECTOR

DEPUTY MINISTERAGRICULTURAL DEVELOPMENTPRODUCTION SECTOR

INTERNATIONAL RELATIONS &COOPERATIONDG FOR ON-FARM RRIGATIONDG FOR AEI

DG FOR PLANT PRODUCTION
GENERAL DEPARTMENTLEGAL AFFAIRSDG FOR IRRIGATION STRUCTURES

DG FOR PLANT PROTECTION

DG FOR LIVE STOCK & ANIMAL
HUSBANDARYMONITORING & INSPECTION(INTERNAL)DG FOR FORESTRY, RANGEMANAGEMENT DESERTIFICATIONCONTROL

DG FOR LIVE STOCK HEALTH &QUARNTEEN

DG FOR WID

ADMINISTRATION DEPARTMENT

DG FOR AGRICULTURAL LANDINVENTORY & RECLAMATIONDG FOR AGRICULTURAL
MARKETING & TRADING

DG FOR MONITORING OF QUALITY FOR
PRODUCTION REQUIREMENTS

FINANCE DEPARTMENT

AGR. OFFICES IN
GOVERNORATES

1

ANNEX VII. Yemen Security Map

51

FINAL REVIEW DRAFT

United States Agency for International Development
USAID/Yemen
Sana’a, Yemen
SECTOR: An assessment and approach to adress food secuirty and hunger

65