Result of Service

Output 1 (by end of April 2026)

• Report on at least ten (10) segmented coffee value chain actors (agribusinesses, companies, and cooperatives) identified according to their financial and investment readiness.
• HREDD due diligence readiness assessments conducted with at least ten (10) coffee value chain actors using the ITC RBC survey questionnaire. Output 2 (by end of May 2026)
• Word document including a detailed Country Action Plan for each Tier and entity, outlining steps and recommendations to improve investment readiness, including business strategy, timelines, deliverables, and key performance indicators (KPIs).
• In close collaboration with ITC RBC experts, individual sustainability plans and six-month capacity-building work plans developed and validated based on readiness assessment results, endorsed by value chain operators. Output 3 (by end of June 2026)
• Investment promotion Report on: o (i) The financing landscape in Cameroun, including the main players in the ecosystem, ongoing initiatives to support and incentivize agri-MSME financing, opportunities, and recommendations for the project portfolio; o (ii) Identification and recommendation of local institutions in-country that could serve as partners for Tier 3 company support on investment readiness; o (iii) Recommendations for key areas of collaboration, including capacity building and training activities, to be incorporated into the workplan of an agreement.
• Facilitate at least two capacity-building workshops/coaching sessions to support value chain operatorsparticularly smallholder producer organizations, farmer cooperatives, and SMEs improve and or adopt HREDD systems to enhance competitiveness (activity report required). Output 4 (by end of July 2026)
• Facilitate ongoing guidance and coaching to the selected value chain operators, with progress, challenges, and capacity gaps systematically documented.
• Facilitate at least one (1) roundtable dialogue with VC operators to promote the ITC RBC approach and explore partnerships with public/private sector actors.
• Submit a progress report detailing the training modules and coaching provided to each Tier. The report should include: o The list of at least two (02) Tier 1 and two (02) Tier 2 supported companies, a summary of sessions delivered, and a brief assessment of each companys readiness to engage with capital providers. o Draft marketing material, including but not limited to financials, pitch decks, business plans with financial projections, etc. o At least two (02) group trainings for Tier 3 companies covering basic financial concepts, simple bookkeeping, cash-flow management, budgeting, etc. Output 5 (by end of August 2026)
• Inputs provided for Q2 reporting, highlighting progress and impact of RBC capacity-building plans (CBPs) through an impact survey for targeted VC operators, including results on adoption of HREDD/sustainability/ESG practices, improvements in business operations implemented by the VCs, and success stories.
• Submit a progress report detailing the investment training modules, coaching, and support provided to each Tier. The report should include: o The list of at least two (02) Tier 1 and two (02) Tier 2 supported companies, with a summary of sessions delivered. o Creation of the data rooms, including but not limited to finalized financials, pitch decks, business plans with financial projections. o At least one (1) group training on basic financial literacy delivered to Tier 3 companies. o Structured toolkit with main documentation and materials to serve as a basis for funding opportunities or grant competition applications. Output 6 (by end of September 2026)
• Final summary report (maximum 5 pages) on RBC capacity building activities and results submitted, discussed, and approved.
• Final report on the investment promotion capacity-building and coaching impact on MSMEs and engagement facilitation with investors status or outcomes. The report should include: o Monitoring and evaluation results (pre- and post-training assessment results). o Investor pipeline engagement (list of investors contacted). o Number of matchmaking opportunities established. o Recommendations for next steps Work Location Home-based (Cameroon) Expected duration 01.04.26 – 30.09.26 Duties and Responsibilities The International Trade Centre (ITC) is a joint agency of the United Nations and the World Trade Organization for trade-related technical cooperation in developing countries. The Sector Competitiveness Unit (SEC) is responsible for developing and disseminating sector-level expertise for sustainable market-driven solutions in ITC, including the Alliances for Action (A4A) methodology. The Office for Latin America and the Caribbean (OLAC), as geographical section of the Division of Country Programmes (DCP), is responsible for defining the ITC strategy and coordinating all interventions in the region, either for individual countries or at the sub-regional and regional levels. ACP Business Friendly The Support to Business Friendly and Inclusive National and Regional Policies and Strengthening Productive Capabilities and Value Chains Programme aims to complement the European Union support for private sector development in ACP countries. With major focus on the development of agriculture and agri-business value chains, the Programme is designed to achieve two key outcomes: (1) adopting and implementing business-friendly, inclusive and responsible national policies and legal frameworks, and (2) strengthening productive, processing, promoting and marketing capabilities and value chains. ITC is collaborating with UNIDO and the World Bank in the implementation of the program. ITC will lead the implementation of the micro pillar level of the Programme, which will focus on two core themes: 1) Promoting inclusive productive and commercial Alliances and investment to strengthen VC governance and MSME competitiveness; and 2) Increase small farmers and processors value addition, productivity and competitiveness. For the Caribbean region, cocoa and associated crops, such as coconuts are the priority value chains, especially for the micro level intervention. Considering the experience and key lessons learned from the ITC CSDDD/HREDD pilots, and the identified necessity to scale up these pilots, ITC will implement a Capacity Building Mechanism to enhance compliance with Human Rights and Environmental Due Diligence (HREDD) and other related requirements. The aim is to support the identification and implementation, through capacity building and promoting co-investment of targeted accompanying measures in specific sectors and countries (Ghana, Uganda, Honduras, Ethiopia, DRC, DR, etc.) Human Rights and Environmental Due Diligence: With the rapidly evolving landscape of global value chains and international trade, one important area for current and future awareness raising, stakeholders convening, and capacity building related to the concept of Human Rights and Environmental Due Diligence (HREDD). For HREDD to be effective, a system of shared responsibility must be adopted to identify, prevent, mitigate and remediate risks and harms. In addition, the focus should go beyond non-compliance to identify areas of improvement in sourcing, procurement and production practices that would prevent risk and harms. This assignment aims in addition to bridge the investment gap faced by agribusinesses through the combination of: (i) targeted capacity building to enhance their investment readiness capabilities – supporting them to attract, securing and effectively utilize capital, and (ii) strategic mapping and engagement with capital providers, fostering long-term partnership and facilitate matchmaking between investors and agribusinesses. The ultimate goal is to empower agribusinesses to scale sustainably, thrive, and contribute to the transformation of global food systems while impacting communities livelihoods. The national consultant will contribute to the design and implementation of Responsible Business Conduct (RBC) capacity building…