Bangladesh Milk

Key features

Effective governance

The chain was driven most effectively by GUK, a committed NGO with poverty alleviation goals.

Coordinated delivery of services

As can be seen in Figure 1 the programme addressed some constraints along the chain by providing improved feed, inputs, and animal health.

Value added/Vertical integration

A chilling plant and processing plant in the mainland has contributed towards reduction in spoilage (and increase in farm-gate prices).

Information flow

The proliferation of mobile phones enables producers to learn about current milk prices. This allows them to negotiate better terms of trade.


Training, organization of producers, and establishment of market linkages for the remote char dwellers, contribute to establishing a high degree of trust and confidence between beneficiaries, the IMO, and the Gwalias (milk collectors).

Horizontal organization

It has been claimed that simple organizational techniques, such as product aggregation in collection centres at village level have increased the sale and supply of marketable milk, and that this has allowed beneficiaries to strengthen their bargaining power to obtain higher prices.

Capacity building

A group of para-vets from local areas were trained to provide animal health services and sell animal feed. Beneficiaries were also trained in how to increase milk production and fat content, and prevent the stunting of calves.

Chain efficiency/Competitiveness

As seen in Figure 1, the programme addressed some constraints along the chain by providing improved feed, inputs, and animal health. Chain efficiency was further enhanced through product aggregation.


High-yielding grass varieties were introduced to increase green fodder for cattle, and producers have access to diet supplements for cows and calves.

Technology transfer

Training in cattle husbandry is provided by the NGO, GUK.

Market linkages

Thanks to the Gwalias (milk collectors), the beneficiaries’ product is reaching the market. The Gwalias make up for the weak infrastructure: by bicycle, they collect the milk from the char producers on a daily basis, and take it to the mainland by boat for sale to clients.


As of January 2010, funding from DFIF ceased and CLP stopped supporting the dairy chain; the contract with the IMO was terminated and many activities could not be launched (cattle breeding improvement, and community-based livestock services).