The ASTA programme in Suriname is the first full demonstration of the complete ASTA methodology. The programme has progressed through all five steps of the ASTA cycle – from initial value chain priorization (Step 1), to Value Chain Analysis and Strategy Design (Step 2), project co-design and formulation (Step 3), and implementation and scaling through strategic partnerships and blended finance (Step 4). The programme will culminate with Step 5, evaluating outcomes, measuring impact and capturing lessons to inform future ASTA initiatives and scaling.
Across all these stages, the CoMELA (Continuous Monitoring, Evaluation, Learning and Adaptation) framework provides a continuous mechanism for monitoring progress, generating evidence, and adapting interventions.
Discover how the ASTA Programme in Suriname put each step of the ASTA methodology into practice.
First assessment: Selecting pineapple as a strategic entry point
In 2018, at the request of the Government of Suriname, ASTA identified priority value chains for inclusive agrifood systems transformation. The process aimed to support economic diversification away from extractive industries and to strengthen livelihoods in rural and Indigenous communities.
An assessment of candidate value chains, based on the SFVC value chain selection methodology, identified pineapple as a priority, due to its strong market potential, cultural relevance for Indigenous and tribal communities, and capacity to generate inclusive economic opportunities.
In Step 1, ASTA established a multistakeholder platform that brought together key public, private and civil society actors to strengthen coordination, governance and shared ownership, providing the foundation for the transformation process.
Analysis and design - diagnosing systemic bottlenecks and defining transformation pathways
Findings of the pineapple value chain analysis
ASTA applied the SFVC methodology to a systems-based analysis of the pineapple value chain. The diagnosis highlights key challenges: limited collaboration among stakeholders, outdated production methods and a lack of technical expertise. The assessment identified three interconnected bottlenecks that constrained performance and required simultaneous action:
- limited access to quality inputs and advisory services to improve agronomic practices
- absence of aggregation mechanisms to strengthen market access and bargaining power
- lack of collateral mechanisms, restricting farmers’ access to formal finance.
The constraints were mutually reinforcing. Addressing them in isolation would not generate transformation. The analysis also showed that the value chain had untapped potential in emerging markets for organic and sustainably produced pineapple, but lacked the necessary institutional, financial and organizational structures.
Key facts and figures on Suriname's pineapple sector
- Suriname produces about 3 800 tonnes of pineapple per year.
- All volume is consumed as fresh product by local population.
- Only about 200 farmers are producing pineapple seasonally.
- Processing facilities in Suriname are using pulp for juice production and are seeking to build arrangements with farmers.
Vision and upgrading strategy
ASTA and national stakeholders co-designed a systems-based pineapple upgrading strategy, grounded in shared analysis and investment pathways. The underlying vision aims to transform the country’s pineapple sector from a small-scale, traditional system into a leading exporter of premium organic and processed pineapple products.
The strategy adopted a sustainable and inclusive value chain approach. The mains aims were to strengthen productivity, competitiveness and market access while connecting rural, urban, regional and international markets for long-term growth. Expected results included improved access to finance, increased organic production, expanded processing capacity and stronger stakeholder coordination.
To support the 2030 vision, ASTA promoted an enabling ecosystem combining a loan guarantee fund, a cooperative development company, and an innovation hub to provide finance, technical support and market linkages. The approach also advanced value addition, sustainability standards, digital traceability and inclusive governance, including gender and youth integration.
Stakeholder-driven planning
Following validation of the upgrading strategy, a stakeholder-driven planning process assembled an actionable implementation framework. This phase involved ministries (agriculture, foreign affairs, industry, regional development), Indigenous and tribal farmer organizations, financial institutions, civil society actors and technical partners (including Wageningen University, Dimitra and UN agencies). FAO and UNIDO led the design process with support from the United Nations Population Fund (UNFPA) and the International Labour Organization (ILO), and financed from the UN Joint SDG Fund and the Islamic Development Bank.
The co-designed five-year project (2022–2026), with a budget of USD 2.1 million, centred on three mutually reinforcing innovations: the Horticulture Innovation Hub, the Loan Collateral Support Facility and the National Pineapple Growers Cooperative. ASTA also developed an investment pipeline, integrating blended finance, risk-sharing mechanisms and scaling pathways, to ensure a coherent systems transformation rather than stand-alone interventions.Implementation and scaling
From 2022 onwards, ASTA has supported national stakeholders in implementing the co-designed transformation package through a phased approach combining piloting, de-risking and scaling
Horticulture Innovation Hub. This multistakeholder platform and service delivery centre provides farmers and processors with access to inputs, technical advice, mechanization services, digital tools and market linkages. The Hub has introduced innovations such as improved production systems (including artificial flowering induction for year-round production) and on-farm bio-input systems. A digital platform supports farm management and access to markets and green finance.
Loan Collateral Support Facility. Operating as a financial de-risking mechanism, the facility unlocks access to credit by covering 50 percent of loan collateral requirements in the early stages. The reduced perceived risk for banks has enabled farmers to invest in productivity-enhancing practices. Over time, collateral coverage is designed to decrease as repayment performance builds trust.
National Pineapple Growers Cooperative. This farmer-led institution aims at strengthening collective action, improving bargaining power, and gradually taking over service and market functions. The cooperative plans to adopt group-based lending and direct service provision, reinforcing long-term sustainability.
-copy.jpg?sfvrsn=40e8e924_2 "Pineapple truck to market ┬® Jan Willem Broekema (CC BY-NC-ND 2.0) copy")
Revolving Organic Input Fund. Managed by the Hub, the fund supplies farmers with organic inputs, paid for through production loans throughout the season. The Fund replaces one-off input distribution with a mechanism designed to replenish and continue beyond the project’s lifetime.
Impact, learning and networks
ASTA Suriname has captured implementation results and post-project sustainability outcomes. This continuous evidence collection, undertaken through field monitoring, digital platforms, training activities and direct measurements, enables adaptive management and timely adjustment of interventions.
A final evaluation will be conducted at project completion. Phase 2, currently in the process of mobilizing resources, will focus on scaling the current model to additional farmers and hectares, with impact measurement and learning as a core component.
- Transition from slash-and-burn practices to more permanent organic production systems.
- Increased income and livelihood diversification for Indigenous communities.
- Greater participation of women in leadership roles, including in Hub governance.
- Improved collaboration among previously fragmented actors.
- A shift towards year-round production and higher-value organic markets.
Latest News
Suriname’s Agrifood Systems Transformation Programme wins UN Award for elevating indigenous pineapple value chain
25/12/2025
ASTA in Suriname has been awarded the 2025 Small Island Developing States (SIDS) Partnership Award in the Social category. The initiative is recognized...
Suriname launches Collateral Support Facility to empower pineapple farmers
08/10/2025
Suriname has taken a major step toward unlocking the potential of its pineapple sector with the official launch of the Collateral Support Facility,...
.tmb-th600x400.jpg?sfvrsn=24360aca_2 "Pineapple planting ┬® Jan Willem Broekema (CC BY-NC-ND 2.0)")
Suriname boosts its pineapple sector with contract farming model
18/03/2025
In a strategic move to transform its pineapple sector, Suriname is introducing contract farming through a sustainable value chain development project....
United Nations Suriname
13/12/2023
Food system transformation, supporting local organic production of pineapples and modernizing supply chain management is the focus of the ASTA Joint...
Suriname's pineapple industry embarks on ambitious journey
20/11/2023
A 1,200 square meter state-of-the-art trial plot, carefully selected for its well-drained sandy soils, serves as the canvas for a pioneering agricultural...
Digging deep into Suriname's pineapple belt transformation
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Suriname's Pineapple Belt Undergoes Agricultural Transformation with FAO-UNIDO Support
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Suriname's pineapple value chain has long been characterized by traditional growing practices, little value addition, and no exports. However, with...
Latest Publications
ASTA Engagement Guide – Accelerating Agrifood Systems Transformation through the FAO-UNIDO partnership
2026
This guide shows how ASTA works in practice through a five-step process, from value chain selection and analysis to implementation, scaling, impact...
The pineapple value chain in Suriname – Analysis and strategy design 2019–2030
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In Suriname, ASTA has focused on the pineapple value chain as a key sector for economic diversification, given the country’s reliance on extractive...
The pineapple value chain in Suriname
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The pineapple value chain is a priority sector for Suriname to diversify its economy beyond extractive industries. Through its systems-based approach,...
Developing sustainable food value chains - Practical guidance for systems-based analysis and design
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This brief outlines a rigorous and standardized approach for value chain analysis and design, taking a systems perspective to analyse and influence...
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