Strengthening the 2026 marketing season: Why FRA must act and include soya in the commodity portfolio

Strengthening the 2026 marketing season: Why FRA must act and include soya in the commodity portfolio

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THE marketing season is not merely a calendar event—it is the decisive moment when policy, production, and market forces converge to determine the real value of a farmer’s effort.

As Zambia approaches the 2026 agricultural marketing season, attention must shift from routine participation to deliberate system strengthening. The central challenge is clear: how to build a market environment that is efficient, predictable, and inclusive—particularly for smallholder farmers who form the backbone of national production.

The Food Reserve Agency (FRA) remains a critical institution in this landscape. Its role as a market stabiliser and buyer of last resort is indispensable, especially in periods of price volatility. Yet, this centrality also exposes systemic gaps. Where private sector participation is weak or uneven, smallholder farmers are left with limited options, often compelled to sell produce at unfavourable prices immediately after harvest. This undermines both household incomes and broader agricultural productivity.

Reflections on the 2025 marketing season highlight recurring operational inefficiencies that must be addressed decisively. Delayed payments disrupted farmer cash flows and eroded trust in public procurement systems.

Inadequate staffing levels constrained timely grain handling, while logistical bottlenecks slowed down the movement and storage of commodities. These challenges collectively weakened market confidence and limited the effectiveness of intervention measures.

For 2026, early market entry by the FRA should be treated as a non-negotiable priority. Timeliness is not merely an operational issue; it is a strategic lever for price stabilisation and farmer welfare. When the FRA enters the market promptly, it sets a benchmark for pricing, discourages speculative behaviour, and provides farmers with immediate liquidity.

This, in turn, reduces the incidence of distress sales and supports more orderly market dynamics. Equally important is the need to fully operationalise existing infrastructure. Maize dryers, procured in previous years at significant public cost, must now be actively deployed across key buying points. Their utilisation will address the perennial challenge of high moisture content, allowing for earlier procurement while safeguarding grain quality.

More importantly, it will protect farmers from punitive price discounts typically imposed on undried maize and reduce post-harvest losses that continue to erode value across the supply chain.
Beyond maize, there is a compelling case for diversifying the FRA’s commodity portfolio to include soya beans. As demand for soya continues to rise within both domestic and regional markets, incorporating it into public procurement frameworks would stimulate production, strengthen value chains, and enhance income diversification for farmers.

Such a move would also align with broader national objectives of promoting agricultural diversification and resilience.
However, the responsibility for a well-functioning market system does not rest with the FRA alone. Government policy must remain consistent and predictable to foster investor confidence and long-term planning. Strengthening public-private partnerships will be essential in expanding market access, while robust market information systems can empower farmers with timely and accurate pricing data.

The private sector, for its part, must deepen its footprint in rural aggregation, storage, and value addition. Investment in these areas can reduce transaction costs, improve price competitiveness, and create more structured market channels. Competitive contracting arrangements can further integrate smallholders into formal value chains, offering them stability and growth opportunities.
Farmers themselves also have a role to play in repositioning their market participation. Strengthening cooperative structures can improve bargaining power, while better post-harvest handling practices can enhance quality and marketability. Diversifying market channels—including tapping into export opportunities presented by liberalised trade frameworks—can further unlock value.
Ultimately, the success of the 2026 marketing season will depend on how effectively these actors align their efforts. The FRA must evolve into a proactive and strategic institution—entering the market early, utilising its infrastructure efficiently, strengthening depot capacity, and supporting diversification.

At the same time, a competitive and engaged private sector must complement public interventions to ensure that no farmer is left behind. An efficient, inclusive, and responsive domestic market system is not optional; it is fundamental to achieving sustainable agricultural growth and improving livelihoods across Zambia.

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The author is an expert in Climate-Smart Agriculture, Organizational Leadership and Project Management. He is the Projects & Communication Lead at the Conservation Farming Unit and Executive Director of the Agriculture Climate Action Foundation. For feedback, send comments to: acafoundationzambia@gmail.com or WhatsApp: +260-956-261174