Assisting in growth ambition (building cocoafactory) and professionalizing the union Semuliki is a small holder cocoa producer organization established in 2010. It is currently supporting almost 3000 cocoa farmers to access market, financial services, and information and productivity enhancement practices to cocoa farmers to be able to benefit from their cocoa and create wealth. Mission of Semuliki is to empower the smallholder cocoa farmers in Bundibugyo District to address constraints in the cocoa supply chain and mitigate livelihood risks through diversification of farm enterprises, capacity building and policy advocacy.
The cooperation has a growth ambition for the coming years. They want to build a cocoa factory and a warehouse to enhance capacity. Semuliki needs additional equity and working capital for this investment. There is no business or strategic plan in place. This should be developed in the near future. It is recommended that the union performs an extensive business analysis (including financial forecast) to asses if their growth plans are realistic. 
The cooperation holds a good track-record in the market and showed to be a committed and reliable business partner over the past years. In terms of sales volumes, it should not be difficult for the Union to grow. Both on the supply and demand side there is more appetite for cocoa. Currently, Semuliki’s offtaker portfolio is dominated by a single buyer (Cocoa Source). It is strongly advised to diversify the buyer portfolio. 
Semuliki should take action to professionalize the organization. Policies for the Union need be developed and manuals should be updated for HR and Finance. High priority is to train staff f.e. finance and accounting course for the accountant. It is recommended to hire 2 additional staff f.e. marketing officer (takes away tasks from the general manager) and farmer trainer.


The cooperation has a growth ambition for the coming years. They want to build a cocoa factory and a warehouse to enhance capacity. Semuliki needs additional equity and working capital for this investment. There is no business or strategic plan in place. This should be developed in the near future. It is recommended that the union performs an extensive business analysis (including financial forecast) to asses if their growth plans are realistic. 
The cooperation holds a good track-record in the market and showed to be a committed and reliable business partner over the past years. In terms of sales volumes, it should not be difficult for the Union to grow. Both on the supply and demand side there is more appetite for cocoa. Currently, Semuliki’s offtaker portfolio is dominated by a single buyer (Cocoa Source). It is strongly advised to diversify the buyer portfolio. 
Semuliki should take action to professionalize the organization. Policies for the Union need be developed and manuals should be updated for HR and Finance. High priority is to train staff f.e. finance and accounting course for the accountant. It is recommended to hire 2 additional staff f.e. marketing officer (takes away tasks from the general manager) and farmer trainer.

Goals 2016
- Setting up an appropriate financial management system- Setting up a business plan


. Goals 2017
- Improving financial management system (Tally training), including follow up on internal control report 2016- Boost internal capitalisation campaign (&gt;50 million UGX)
- Improve knowledge on exporting, to be able to export themselves.
- Improve productivity of member cocoa farms by at least 3% through a sustainable union extension system.