Agricultural Inputs

The Sector

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  • Key agricultural inputs categories are fertilizers, seeds, farm equipment and agrochemicals

The Market

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  • All agricultural inputs are distributed through a system of importers, wholesalers and retailers

The Farmer

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Supply Trends

  • Agricultural inputs supply is mostly driven by private sector, though in fertilizer, Government imports and distributes at subsidized prices.
  • Agricultural inputs are only available in high agricultural potential areas and to large scale commercial farmers
  • Inadequate flow of information on products’ use and benefits through the trade chain.
  • Weak enforcement of inputs quality standards has led to proliferation of substandard products and counterfeits.
  • Lack of adequate financial capacity of traders to sufficiently stock for the peak periods.

Demand Trends

  • Low farm productivity is calling for adoption of new technologies and innovations
  • Growing urban population is increasing the demand for agricultural produce
  • Increasing farmer education and discernment leading to demand for quality inputs.
  • Climate change impact and land fragmentation is driving the need for more effective agricultural inputs

Key Sector Challenges

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  1. Improve agricultural inputs market information

  • Adoption of innovative ways to pass on appropriate information across the supply chain
  • Adoption of ICT, improved marketing and customer service practices across agricultural inputs’ trade
  1. Improve access and demand of quality agricultural inputs

  • Adoption of innovative trade inventory management systems
  • Enable commercialization of climate smart products and climate resilient agricultural inputs
  • Promote availability of affordable financial products for smallholder farmers and rural agro-dealers
  1. Enhance application of quality standards

  • Advocate change of agricultural inputs packaging material taxation legislation to lower inputs prices
  • Promote enforcement of agricultural inputs quality control to reduce substandard products and counterfeits




The Sector

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  • Livestock Sector employs 50% of agricultural labour force.

The Market

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  • Kenya’s export has never exceeded 7,500 heads of cattle.
  • Kenya’s export markets are Middle East, West, Central and North Africa.

The Livestock

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The Pastoralist

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  • KMT  inspires end market consumer awareness on diversified livestock products, food safety and retail skills for enhanced markets.
  • KMT facilitates livestock product processing business services to increase value capture at the end of the value chain.
  • KMT catalyzes business linkages to improve live animal trade for reliable quality and quantity supply to the end markets
  • KMT facilitates the adoption of sustainable rangeland management practices and land governance.
  • KMT facilitates private sector led livestock industry voice to promote and actively participate in contributing towards review, formulation and implementation of market friendly favorable policies both at National and County levels.
  • KMT catalyse access to quality and affordable animal health service delivery to livestock producers.
  • KMT facilitates insurance companies and pastoralists to embrace commercial index based livestock insurance for risk mitigation.


The Sector


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The Market


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General Supply Trends

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General Demand Trends:

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Key Sector Challenges

  • Water provision at utility level is shrouded by numerous inefficiencies which hamper effective services delivery.
  • There is chronic lack of data from rural areas to measure performance output and set the sector on the right growth trajectory.
  • Limited management skills and non-adoption of contemporary management tools and knowledge contribute to continued inefficiencies in the sector.
  • Reliance on voluntary water users associations in rural areas has resulted in high unreliability of services. During service breakdown, poor people buy water either from expensive water vendors or travel long distances to collect water from rivers, wells, and ponds.


  • To inspire emergence and adoption of service delivery models for water utilities.
  • To facilitate B2B linkage for climate smart, ICT, green financing and technological innovation.
  • To catalyze market-led approach for “base-of-pyramid” services expansion.
  • To facilitate the management of non-revenue water in water utilities.

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