INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)  
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025  
The Challenges of Publicizing Aweil Rice Scheme Globally  
Anei Mangong Anei Ngong  
Associate Professor, University of Bahr el Ghazal, Wau-South Sudan  
DOI: https://dx.doi.org/10.51244/IJRSI.2025.1210000329  
Received: 26 October 2025; Accepted: 04 November 2025; Published: 21 November 2025  
ABSTRACT  
There was lack of attitude of publicizing marketing rice of Aweil Rice Scheme globally, due to the fact that the  
notion of marketing rice globally was behind the misconception of giving importance to the marketing of the  
produce of the ARDP, and less attention to instituting a marketing body for the ARDP. This is in disregard to  
the fact that in the early 1980s, agricultural marketing and price policies in Africa became a prominent issue in  
development thinking. Whereas, in principle, it is held that the growth of agricultural production emanates from  
the sphere of marketing. From that time on wards, organization of marketing, and particularly the structural  
prices was at the core of policy considerations. The aim of the study was to find out whether there was a  
marketing policy that would project the marketing of the product of the Project; the marketing principles or  
concepts applied by the Project Management; and the system applied by the Management for marketing the  
produce. The study was exploratory. The method of research used was descriptive with case study design  
together with analytical, applied, quantitative, qualitative, evaluative, and comparative tools. Deductive and  
inductive methods of the research were also used. Library research and field research were the two types of  
research methods widely used together with their subsequent techniques. Interviews and discussions were carried  
out and respondents were served with a questionnaire. The study population was only on assessed population of  
the South Sudan members working in Aweil Rice Scheme and the implied population was (240), the sample size  
was (120) respondents. The research instruments were the questionnaire, interview schedules and observation.  
The120 respondents included staffs from various government institutions which were from: National Ministry  
of Agriculture; State Ministries of Agriculture of Western Bahr el Ghazal and Northern Bahr el Ghazal;  
employees of Aweil Rice Development Project together with its former employees; staffs of German  
Development Cooperation; former Managing Director of Upper Nile Trading Corporation; and the farmers of  
ARDP. The findings were that: marketing was done by the Government; there was no marketing system in place  
to guide the marketing of the project’s produce; marketing was an open one, prices were fixed locally, and rice  
was sold to individuals; rice was of high quality; and the produce was little and of high quality, and there was  
great local demand which did not warrant for publicizing the produce. Lack of marketing policy in place was a  
challenge in publicizing marketing the produce of Aweil Rice Scheme globally. The future of Aweil Rice  
Development Project is at stake unless it is rescued from the present position it is in now. So that the Project  
fulfills the objectives it was established, and improve marketing of it’s produce, the National Legislature, the  
National Ministry of Agriculture, Forestry, Cooperatives and Rural Development together with the National  
Ministry of Electricity, Dams, Irrigation and Water Resources, and the National Ministry of Finance and  
Economic Planning, should address to quickly pass the proposed Agricultural Marketing and Irrigation  
Development Policies to guide the processes of marketing agricultural products and the stabilization of  
agricultural production.  
Keywords  
Marketing Environment.  
Profitable Agricultural.  
Behavioral Differences.  
Insecurity.  
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Efforts at Satisfying.  
INTRODUCTION  
South Sudan has a vast agricultural potential which has remained largely under exploited because the intensity  
of crop production is limited by the traditional practice of cultivation by hand using a limited range of  
implements. Government sponsored farms and few farms operated by private entrepreneurs are where intensity  
of crop production is found. Although the production of agricultural crops is widely practiced, the contribution  
of agriculture to the country’s gross domestic product (GDP) is insignificant. Livelihoods are concentrated on  
low productivity with subsistence-based agriculture and pastoralism, which account for less than 15 percent of  
GDP. The aim of the study was to find out whether there was a marketing policy geared towards publicizing the  
marketing of the product of the Project, the marketing principles or concepts applied by the Project Management  
and system applied by the Management for marketing the produce.  
LITERATURE REVIEW  
Introduction  
Formally or informally, people and organizations engage in a vast number of activities that could be called  
marketing. Good marketing has become increasingly vital for success. But what constitutes good marketing is  
constantly evolving and changing.  
Good marketing is no accident, but a result of careful planning and execution using state-of-the-art tools and  
techniques. It becomes both an art and science as marketers strive to find creative new solutions to often complex  
challenges and profound changes in the 21st century of the marketing environment.  
The Aweil Rice Development Project has been producing rice and markets it. The literature review will cover  
agricultural marketing policy, marketing principles or concepts, marketing economic systems, and the objectives  
of marketing.  
Agricultural Marketing Policy  
Agricultural marketing system in South Sudan is still undeveloped due to the fact that since mid-1990s when  
South Sudan was still part of the Sudan the marketing system was a government-controlled system. It was after  
mid 1990s that reforms were introduced in the marketing system as part of structural adjustment programmes.  
The decontrolling of agricultural marketing was meant to pave the way for the participation of cooperatives and  
private traders in the marketing aspects of all agricultural crops in a competitive marketing environment that  
included competitive prices and free entry of marketing actors (producers, traders, processors and exporters) at  
all levels of the marketing channel among other things (Sawhney, 2001).  
While implementing the mentioned policy, the experience showed that the anticipated gains from the policy  
were not fully realized, particularly for non-traditional exports and food crops mainly because the adopted policy  
change did not put in place an orderly marketing system for the crops. The producers were not guaranteed  
markets for their crops in all localities due to among other reasons: the weakness of cooperative societies; lack  
of farmers associations; inadequate number of competing buyers and absence of regulatory institutions to oversee  
the quality; and standard for non-traditional exports and food crops. Consequently, producers did not receive  
remunerative prices and at times they have remained with unsold produce in cases where buyers do not turn up  
or offer low prices. In other cases, substantial post-harvest losses have been incurred by farmers which, in turn,  
have tended to intensify rural poverty and unemployment levels (Sanders, 1985).  
As a result of lack of agricultural marketing system in South Sudan that can be used to publicize marketing of  
agricultural crops globally, the National Ministry of Agriculture, Forestry, Cooperatives and Rural Development  
in collaboration with other key stakeholders, formulated an Agricultural Sector Marketing Policy (ASMP) which  
is subject to promulgation by the National Legislative Assembly. The National Ministry of Agriculture did this  
in regards to its national mandate to rectify the goal of South Sudan Development Vision. The goal of the South  
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Sudan Vision is to attain sustainable economic growth through modernization, commercialization and utilization  
of natural resources in an overall sustainable manner. In achieving this long-term goal, an efficient and effective  
agricultural marketing system is critically important in transforming the agricultural sector (Samli, 1978).  
In order to effect the goal of the South Sudan Development Vision, the National Ministry of Agriculture  
developed the vision of agricultural marketing system: as South Sudan to have a competitive and efficient  
marketing system for profitable agricultural commodities trade for sustainable income generation and improved  
livelihoods (Republic of South Sudan, Ministry of Agriculture, Forestry, Cooperatives and Rural Development,  
2012); and a mission: to develop agricultural marketing infrastructure and a system that promotes enhanced  
agricultural production in response to domestic and foreign market demand (Ruthenberg, H, 1980).  
The overall objective of the Agricultural Sector Marketing Policy was: to facilitate strategic marketing of  
agricultural products while ensuring fair returns to all stakeholders based on a competitive, efficient and  
equitable marketing system (Rosson, P, 1974).  
In addition, the specific objectives of the Agricultural Marketing Policy were to:  
1. stimulate diversification and value addition in agricultural products in response to increasing and  
changing market demand;  
2. promote adherence to quality, standards and grade in agricultural products to meet domestic, regional  
and international markets requirements;  
3. eliminate unnecessary non-tariff barriers (NTBs) as well as technical barriers to trade (TBTs) that hinder  
domestic and regional trade;  
4. reform the legal and regulatory framework to guide the agricultural marketing systems and take  
advantage of the opportunities available in the multilateral trading system and regional trading  
arrangements;  
5. empower, promote and support the formation and development of agricultural marketing institutions;  
6. promote investments in agricultural marketing infrastructure and agro-business;  
7. formulate and enforce laws that enhance the bargaining power of producers, through the use, among  
others designated market places where traders meet producers;  
8. stimulate and facilitate the development of efficient and effective agricultural marketing information,  
research and intelligence systems for the development of existing and new agricultural markets;  
9. promote development, adoption and use of risk management strategies in agricultural marketing;  
10. enhance access to agricultural marketing finance;  
11. develop South Sudan commodity brands, identify and promote niche markets as a way of addressing  
agricultural commodity markets facing mature global markets; and,  
12. Mainstream cross-cutting issues.  
The achievement of these aforementioned objectives of the Agricultural Marketing Policy has been envisaged  
to be achieved through the active participation and involvement of various stakeholders, both public and private  
sectors as well as Development Partners. Macroeconomic policy, various sectoral and sub-sectoral policy  
instruments and tools will also be important in achieving policy objectives. As such, it will be important to  
institute mechanisms for creating the necessary linkages and complementarities between different policies,  
strategies, plans and coordinate the work of different stakeholders, so as to achieve a holistic approach to  
agricultural marketing, hence contributing in the reduction of poverty process (Reardon et al., 2003).  
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Despite the significance of agricultural marketing system in developing agriculture which should take advantage  
of available market opportunities domestically, regionally and internationally, there are a number of constraints  
and challenges that must be addressed. The main constraints include the following:  
1. Those constraints related to poor production system, mainly caused by predominance of subsistence  
farming and over dependence on natural precipitation;  
2. the low purchasing power of the population somehow affects the development of domestic market for  
locally produced and processed goods;  
3. weak institutional setup, legal and regulatory framework on agricultural marketing, has also led to,  
among others, weak bargaining power of farmers who mostly sell at farm gates, fetched favourable prices  
due to lack of designated market places; and under payment of their produce due to non-observance of  
pricing-based grades, standards and officially approved and standardized weights and measures;  
4. traders and farmers alike also get frustrated by existence of non-tariff barriers (NTB) to trade between  
places and between South Sudan and some technical barriers trade (TBT) with the outside world;  
5. there is also market failure caused by lack of, and/or poorly managed marketing infrastructure (transport,  
electricity supply, water supply and storage infrastructure) as well as inadequate marketing research and  
intelligence to help traders and producers make the right decisions; but also provide information on new  
market opportunities; and,  
6. Poor access to financial resources also inhibits investment in marketing business by the private sector.  
These constraints as per the marketing system policy will be addressed by the Ministry of Agriculture through  
interventions which shall systematically be undertaken as a joint venture between the private sector, and  
government at central, provincial and district levels using some prescribed models (Rayport, Jeffrey and John  
Sviokia, 1995).  
Marketing Concepts  
Marketing concept means that an organization aims all its efforts at satisfying its customers-at a profit. Selassie  
H. G. (1995) asserted that: to understand the marketing function, there is need to understand the core set of  
concepts which include:  
1. Needs, Wants, and Demands;  
2. Target Markets, Positioning, and Segmentation;  
3. Offerings and Brands;  
4. Value and Satisfaction;  
5. Marketing Channels;  
6. Supply Chain;  
7. Competition; and  
8. Marketing Environment.  
1. Needs, Wants, and Demands: Needs are the basic human requirements such as air, food, water, clothing, and  
shelter. Humans also have strong needs for recreation, education, and entertainment. These needs become wants  
when they are directed to specific objectives that might satisfy the need.  
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Demands are wants for specific products backed by an ability to pay. Many people for instance, want a Mercedes;  
only a few are able to buy one. Companies must measure not only how many people want their product, but also  
how many are willing and able to buy it.  
These distinctions shed light on the frequent criticism that: marketers create needs or marketers get people to  
buy things they don’t want. Marketers do not create needs, Needs pre-exist marketers. Marketers, along with  
other social factors, influence wants. They might promote the idea that a Mercedes would satisfy a person’s need  
for social status. They do not, however, create the need for social status.  
Some customers have needs of which they are not fully conscious or that they cannot articulate. Five types of  
need can be distinguished. They are:  
i. Stated needs, e.g. the customer wants an inexpensive car.  
ii. Real needs, e.g. the customer wants a car whose operating cost, not initial price, is low.  
iii. Unstated needs, e.g. the customer expects good service from the dealer.  
iv. Delight needs, the customer would like the dealer to include on board global positioning system (GPS)  
navigation system.  
v. Secret needs, e.g. the customer wants friends to see him or her as a savvy consumer.  
Responding only to the stated need may shortchange, for example, customers did not know much about cellular  
phones when they were first introduced, and Nokia and Ericson fought to shape consumer perception of them.  
To gain an edge, companies must help customers learn what they want.  
2. Target Markets, Positioning, and Segmentation: Not everyone likes the same cereal, restaurant, college, or  
movie. Therefore, marketers start by dividing the market into segments. They identify and profile distinct groups  
of buyers who might prefer or require varying product and service mixes by examining demographic,  
psychographic, and behavioural differences among buyers.  
After identifying market segments, the marketer decides which present the greatest opportunities-which are its  
target markets. For each, the firm develops a market offering that it positions in the minds of the target buyers  
as delivering some central benefit (s).  
3. Offerings and Brands: Companies address customer needs by putting forth a value proposition, a set of  
benefits that satisfy those needs. The intangible value proposition is made physical by an offering, which can be  
a combination of products, services, information, and experiences.  
A brand is an offering from a known source. A brand name such as McDonald’s carries many associations in  
people’s minds that make up its image: hamburgers, cleanliness, convenience, courteous service, and golden  
arches. All companies strive to build a brand image with as many strong favourable and unique brand  
associations as possible.  
4. Value and satisfaction: The buyer chooses the offerings he or she perceives to deliver the most value, the  
sum of the tangible and intangible benefits and costs to him or her. Value, a central marketing concept, is  
primarily a combination of quality, service, and price, called the customer value triad (three related things).  
Value perceptions increase with quality and service but decrease with price.  
Marketing could be thought of as the identification, creation, communication, delivery, and monitoring of  
customer value. Satisfaction reflects a person’s judgment of a product’s perceived performance in relationship  
to expectations. If the performance falls short of expectations, the customer is disappointed. If it matches  
expectations, the customer is satisfied. If it exceeds them, the customer is delighted.  
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5. Marketing Channels: To reach a target market, the marketer uses three kinds of marketing channels.  
Communication channels deliver and receive messages from target buyers and include newspapers, magazines,  
radio, television, mail, telephone, billboards, posters, fliers, compact discs (CDs), audiotapes, and the Internet.  
Beyond these, firms communicate through the look of their retail stores and Web sites and other media.  
Marketers are increasingly adding dialogue channels such as e-mail, blogs, and toll-free numbers to familiar  
monologue channels such as advertisements.  
The marketer uses distribution channels to display, sell, or deliver the physical product or service (s) to the buyer  
or user. These channels may be direct via the Internet, mail, or mobile phone or telephone, or indirect with  
distributors, wholesalers, retailers, and agents as intermediaries.  
To carry out transactions with potential buyers, the marketer also uses service channels that include warehouses,  
transportation companies, banks, and insurance companies. Marketers clearly face a design challenge in  
choosing the best mix of communications, distribution, and service channels for their offerings.  
6. Supply Chain: The supply chain is a longer channel from raw materials to components to finished products  
carried to final buyers. The supply chain for coffee may start, for example, with the Ethiopian farmers who plant,  
and pick the coffee beans, selling their harvest to wholesalers or perhaps a Fair-Trade cooperative. If sold through  
the cooperative, the coffee is washed, dried, and packaged for shipment by an Alternative Trading Organization  
(ATO) that pays a minimum of $1.26 a pound (Kotler, Keller, 2012). The ATO transports the coffee to the  
developing world where it can sell it directly or via retail channels. Each company captures only a certain  
percentage of the total value generated by the supply chain’s value delivery system. When a company acquires  
competitors or expands upstream or downstream, its aim is to capture a higher percentage of supply chain value.  
7. Competition: Competition includes all the actual and potential rival offerings and substitutes a buyer might  
consider. For example, an automobile manufacturer can buy steel from U.S. Steel in the United States of  
America, from a foreign firm in Japan or Korea, or from a minimill such as Nucor at a cost savings, or it can buy  
aluminum for certain parts from Alcoa to reduce the car’s weight, or engineered plastics from Saudi Basic  
Industries Corporation (SABIC) instead of steel. Clearly, U.S. Steel would be thinking too narrowly about its  
competition if it thought only of other integrated steel companies. In the long run, U.S. Steel is more likely to be  
hurt by substitute products than by other steel companies.  
8. Marketing Environment: The marketing environment consists of the task environment and the broad  
environment. The task environment includes the actors engaged in producing, distributing, and promoting the  
offering. These are the company, suppliers, distributors, dealers, and target customer. In the supplier group are  
material suppliers and service suppliers, such as marketing research agencies, advertising agencies, banking and  
insurance companies, transportation companies, and telecommunications companies. Distributors and dealers  
include agents, brokers, manufacturer representatives, and others who facilitate funding and selling to customers.  
The broad environment consists of six components: demographic environment, economic environment, social-  
cultural environment, natural environment, technological environment, and political-legal environment.  
Marketers must pay close attention to the trends and developments in these and adjust their marketing strategies  
as needed. New opportunities are constantly emerging that await the right marketing savvy and ingenuity  
(Schlippe, 1956).  
Marketing Economic Systems  
There are two basic kinds of economic systems: planned systems and market-directed systems. Actually, no  
economy is entirely planned or market-directed. Most are a mixture of the two extremes.  
Planned Economic System  
In a planned economic system government planners decide what and how much is to be produced and distributed  
by whom, when, and to whom. Producers generally have little choice about what goods and services to produce.  
Their main task is to meet their assigned production quotas. Prices are set by government planners and tend to  
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be very rigid-not changing according to supply and demand. Consumers usually have a freedom of choice-it’s  
impossible to control every single detail. But the assortment of goods and services may be quite limited.  
Activities such as market research, branding, and advertising usually are neglected. Sometimes they aren’t done  
at all.  
Government planning may work fairly well as long as an economy is simple and the variety of goods and services  
is small. It may even be necessary under certain conditions-during war time, for example. However, as  
economies become more complex, government planning becomes more difficult. It may even break down.  
Planner may be overwhelmed by too many complex decisions. And consumers may lose patience if the planners  
don’t respond to their needs. Labour strikes in Poland illustrate this. The Polish workers want the government to  
change the plan-so that needed consumer products will be available. To try to reduce such consumer  
dissatisfaction, planners in the Soviet Union, China, and other socialist countries have put more emphasis on  
marketing (branding, advertising, and market research) in recent years (Goeke, 1987).  
Directed Economic System  
In a market-directed economic system, the individual decisions of the many producers and consumers make the  
macro level decisions for the whole economy in a pure market-directed economy. Consumers make a society’s  
production decisions when they make their choices in the marketplace. They decide what is to be produced and  
by whom-through their dollar ‘votes’ (Goeke, 1987).  
Marketing Objectives  
Marketing objectives are a set of goals that marketing managers establish in advance of a marketing campaign.  
Companies set marketing objectives as a way to measure marketing efforts by key performance indicators, as  
opposed to simply advertising a new product for a set time frame with little regard for the campaign's results.  
Examples of marketing objectives are as the following:  
1. Increase sales: A marketing plan may focus on overall sales volume and revenues. Such campaigns  
are measured via metrics like cash flow and total sales.  
2. Increase brand awareness: Some marketing initiatives focus on building overall brand  
awareness among potential customers in a target market. This can involve search engine optimization  
(SEO) to bring in more website visitors. It can also mean beefing up content marketing—creating video  
content, podcasts, and blog posts, which can themselves boost website traffic. Social media marketing  
offers yet another way to bring both paid and organic traffic to your website.  
3. Conduct market research: Small businesses and corporations launch marketing campaigns even  
when they are not actively selling a new product. Some of these campaigns have a research objective.  
They allow marketing teams to study messaging and conduct outreach surveys in new markets.  
4. Lead generation and conversion: A common measurable marketing objective is generating qualified  
leads for a sales team. Most campaigns will go beyond this, and measure lead conversion rates—how  
many new leads convert into legitimate new customers. This fits into an overall customer  
acquisition strategy.  
5. Increase market share: Some companies do not merely set goals based on their own revenues; their  
business goals also involve dominating the market. They will look to sales rankings to see whether this  
marketing objective is being met.  
6. Customer retention: Sometimes the target audience for a marketing campaign is the company's  
existing customer base. Keeping existing customers tends to be less expensive than finding new ones,  
so many companies invest in specialized outreach through email marketing and  
direct communication with current customers.  
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7. Yields of Aweil Rice Development Project  
The following tables verify the yields of ARDP over some of the years of its operation.  
Table 1: The paddy yields (kg/ha) of Aweil Rice Scheme from 1980/81-1981/82  
Area  
1980/81 1981/82  
Total arable land  
Central farm and seed multiplication  
Seed multiplication  
Tenants’ plots  
2550  
2343  
3537  
2926  
2286  
1626  
2517  
3018  
Source: Democratic Republic of the Sudan, Ministry of Finance and Economic Planning. Aweil Rice  
Development Project. First Phase (EDF), Final Report, December 1982. P. 29.  
Table 2: The yields realized per variety (in kg/ha) by Aweil Rice Scheme from 1980/81-1981/82:  
Variety  
1980/81 1981/82  
C20  
2093  
1389  
2298  
1600  
2250  
3608  
2489  
RPW 6-7  
CR 189-4  
BR 4  
-
-
-
B 1990 B-mr-28-5-2-1  
Bhavani  
-
2540  
Source: Democratic Republic of the Sudan, Ministry of Finance and Economic Planning. Aweil Rice  
Development Project, First Phase (EDF), Final Report, December 1982. P. 31.  
Table 3: Below shows tons of Crop Yield in basin 9 for the year 1979 per ha (Fully water controlled area)  
Variety  
IR-20  
Area (inHac.)  
31.5  
Total Yield (in Ton.) Av. Yield (ton./Hac.)  
149.79  
965.26  
189.50  
77.73  
4.76  
Bhavani  
RPW-6-17  
Suvale  
229.5  
45.0  
4.21  
4.22  
22.0  
3.53  
C-20  
12.0  
38.40  
3.20  
Experimental Farm  
Total  
14.0  
60.00  
4.28  
354.0  
1480.61  
4.2 (Average)  
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Source: Food and Agriculture Organization of the United Nations. Land Development Project (Aweil Rice  
Scheme), Sudan/73/001, Final Report, November 1979. P. 37.  
Table 4: Below shows rice production of Aweil Rice Scheme from 1975 to 1985  
Year  
1975  
1976  
1977  
1978  
1979  
1980  
1981  
1982  
1983  
1984  
1985  
Tons of Paddy Rice  
84,000  
98,000  
252,000  
2,566,830  
37,000  
38,702  
390,050  
39,200  
39,100  
38,200  
39,111  
Source: Aweil Rice Development Project Stores Ledger Book for the years 1975-1985.  
Table 5: Shows rice yield comparisons of Aweil Rice Scheme from 2001 to 2015  
Year  
2001  
2002  
2003  
2004  
2005  
2006  
2007  
2008  
2009  
2010  
Tons of Paddy Rice  
119,420  
-
12,530  
1,330  
84, 420  
-
-
275,800  
296,170  
313,891  
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2011  
2012  
2013  
2014  
2015  
32,388  
590,380  
498,315  
484,750  
371,000  
Source: Aweil Rice Development Project Stores Ledger Book for the year 2001-2015.  
7. Challenges to Marketing Produce of Aweil Rice Scheme Project  
“Marketing of produce of Aweil Rice Development Project has a number of constraints as enumerated below  
(Government of the Democratic Republic of the Sudan, 1983):”  
1. Lack of transport  
2. Long distances to the markets  
3. Low prices  
4. No organized markets  
5. High taxes  
6. Lack of capital  
7. High prices  
8. Lack of inputs  
METHODOLOGY  
The study was exploratory. The method of research used was descriptive with case study design together with  
analytical, applied, quantitative, qualitative, evaluative, and comparative tools. Deductive and inductive methods  
of the research were also used. Library research and field research were the two types of research methods widely  
used together with their subsequent techniques. Interviews and discussions were carried out and respondents  
were served with a questionnaire.  
The study population was only on assessed population of the South Sudan members working in Aweil Rice  
Scheme including the farmers and the implied population was 240 and the sample size was 120 respondents.  
Research instruments were the questionnaire, interviews and observation. The questionnaire contained  
unstructured open-ended questions where the respondents would express themselves freely without restrictions.  
Special interviews were conducted with the present and former staffs of the National Ministry of Agriculture,  
State Ministries of Agriculture Northern Bahr el Ghazal and Western Bahr el Ghazal, Aweil Rice Development  
Project, German Development Cooperation, former Managing Director of Upper Nile Development  
Corporation, and the farmers of ARDP. All were included in the sample size. The data was a raw data for its was  
abstracted from the respondents’ interviews and questionnaire. A questionnaire was physically distributed to the  
respondents by the researcher. In the interviews there were questions asked orally and only structured interviews  
were used. Interviews were conducted with every group member under the scope of the study. On the  
observation, the researcher used it during interviews and field visits to the site of the Scheme so as to understand  
the behavioral patterns in their physical and social context in Aweil Rice Scheme.  
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Secondary data was accessed from the text books, journals, websites (internet), reports, articles, newspapers and  
related studies.  
RESULTS  
The results of the research are shown in the tables below.  
What were the Plans for production of rice and its marketing?  
Table 6: Shows respondent responses on the plans for production of rice and its marketing:  
Respondents’ Responses  
Number  
of Percentage  
of  
Respondents  
Respondents (%)  
Marketing was done by the Government.  
53  
44  
31  
The Project was an experimental farm and the produce was sold 37  
locally in Aweil, Wau and Khartoum.  
The produce was exported.  
18  
15  
10  
There was no organized marketing; the plan was to produce 12  
19,250MT; the produce was to satisfy the domestic needs; people  
in Juba were the beneficiaries; and to increase the area of  
cultivation every year.  
Total  
120  
100  
Primary Source  
The findings about the plans for production of rice and its marketing, 53 respondents that represent 44% of the  
population sample stated that marketing was done by the Government.  
Is there a marketing policy in place that guides the marketing of the Project’s produce?  
Table 7: Shows the respondents responses about marketing policy in place that guides the marketing of the  
Project’s produce.  
Respondents’ Responses  
Number of Respondents Percentage of Respondents  
There was no marketing system.  
There was a local marketing policy.  
There was no specific marketing system.  
Rice was sold locally.  
42  
28  
25  
20  
5
35  
23  
21  
17  
4
Commercial production level was not reached.  
Total  
120  
100  
Primary Source  
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INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)  
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The finding regarding whether there was a marketing policy in place that guides the marketing of the Project’s  
produce, 42 respondents that represent 35% of the majority of the population sample asserted that there was no  
marketing system in place to guide the marketing of the project’s produce.  
What kind of marketing system that was applied for marketing the produce of the Project?  
Table 8: Shows the of kind of marketing system that was applied for marketing the produce of the Project.  
Respondents’ Responses  
Number  
Respondents  
of Percentage  
Respondents  
of  
Marketing was an open one, prices were fixed locally, and rice was 46  
sold to individuals.  
38  
Rice was sold to private companies, and mass-marketing was applied 36  
through wholesale system.  
30  
The system was supply chain modeling.  
20  
17  
15  
Marketing system applied was barter trade, selling at appropriate 18  
price, possession utility direct buying from the scheme, and time  
utility produce is available at the time it is needed.  
Total  
120  
100  
Primary Source  
In connection to the finding about the kind of marketing system that was applied for marketing the produce of  
the Project, 46 respondents constituting 36% of the sample population revealed that marketing was an open one,  
prices were fixed locally, and rice was sold to individuals.  
What were the Project Management Strategies in marketing the produce of the Scheme?  
Table 9: Shows respondents’ responses about the management strategies for addressing problems on marketing  
the produce.  
Respondents’ Responses  
Number  
Respondents  
of Percentage  
Respondents  
of  
Rice was of high quality.  
55  
32  
22  
46  
27  
18  
9
The Project was meeting delivery schedules.  
Rice was produced and distributed at low cost.  
Management was strong, Government was involved in 11  
marketing, Project’s staffs were involved in selling the  
produce, and there were no serious problems to be addressed.  
Total  
120  
100  
Primary Source  
Concerning the finding about whether there were Project Management Strategies in marketing the produce of  
the Scheme, 55 respondents representing 46% of the sample population stated that rice was of high quality.  
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INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)  
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What were the reasons that the Project Management by then did not publicized the produce of the Scheme to the  
international market?  
Table 10. Shows the respondents’ responses about the reasons that the Government by then did not publicized  
the marketing of the Project’s produce at the international markets.  
Respondents’ Responses  
Number  
Respondents  
of Percentage  
Respondents  
of  
Produce was little and of high quality, and there was great local 45  
demand which did not warrant for publicizing the produce.  
38  
There was an open competition.  
The Project was at experimental stage.  
Total  
34  
28  
42  
34  
120  
100  
Primary Source  
In regards to whether there were reasons that the Project Management by then did not publicized the produce of  
the Scheme to the international markets, 45 respondents representing 38% of the sample population revealed  
that produce was little and of high quality, and there was great local demand which did not warrant for  
publicizing the produce.  
What were the Project Management strategies in addressing the problems of publicizing the marketing the  
produce to the international markets?  
Table 11: Shows the respondents’ responses about the Project Management strategies in addressing the problems  
of publicizing the marketing the produce to the international markets.  
Respondents’ Responses  
Number of Percentage of  
Respondents Respondents  
Rice was of high quality.  
52  
26  
24  
43  
22  
20  
15  
The Project was meeting delivery schedules.  
Rice was produced and distributed at low cost.  
Strong Government was involved in marketing, Project’s staffs were involved 18  
in selling the produce, and there were no serious problems to be addressed.  
Total  
120  
100  
Primary Source  
The finding in connection to whether there were Project Management strategies in addressing the problems of  
publicizing the marketing the produce to the international markets, 52 respondents representing 43% of the  
sample population stated that rice was of high quality. However, 18 respondents representing 15% of the  
population sample asserted that: Strong Government was involved in marketing, Project’s staffs were involved  
in selling the produce, and there were no serious problems to be addressed.  
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DISCUSSION  
The marketing of the project as a result of lack of agricultural marketing system in South Sudan, which is a great  
challenge, as Samli (1978) noted, the National Ministry of Agriculture, Forestry, Cooperatives and Rural  
Development in collaboration with other key stakeholders formulated an Agricultural Sector Marketing Policy  
(ASMP) which is subject to promulgation by the National Legislative Assembly. The National Ministry of  
Agriculture did this in regards to its national mandate to rectify the goal of South Sudan Development Vision.  
The goal of the South Sudan Vision is: to attain sustainable economic growth through modernization,  
commercialization and utilization of natural resources in an overall sustainable manner. In achieving this long-  
term goal, an efficient and effective agricultural marketing system is critically important in transforming the  
agricultural sector.  
Whereas, Ruthenberg, H. (1980), narrated in order to effect the goal of the South Sudan Development Vision,  
the National Ministry of Agriculture developed the vision of agricultural marketing system as: South Sudan to  
have a competitive and efficient marketing system for profitable agricultural commodities trade for sustainable  
income generation and improved livelihoods and a mission: To develop agricultural marketing infrastructure  
and a system that promotes enhanced agricultural production in response to domestic and foreign market  
demand. Therefore, there should be a marketing policy in place that guides the marketing of the Project’s  
produce. 53 respondents that represent 44% of the population sample stated that marketing was done by the  
Government. 42 respondents that represent 35% of the majority of the population sample asserted that there was  
no marketing system in place to guide the marketing of the project’s produce. 46 respondents constituting 36%  
of the sample population revealed that marketing was an open one, prices were fixed locally, and rice was sold  
to individuals. 55 respondents representing 46% of the sample population stated that rice was of high quality. 45  
respondents representing 38% of the sample population revealed that produce was little and of high quality, and  
there was great local demand which did not warrant for publicizing the produce. 52 respondents representing  
43% of the sample population stated that rice was of high quality. However, 18 respondents representing 15%  
of the population sample asserted that: Government was involved in marketing, Project’s staffs were involved  
in selling the produce, and there were no serious problems to be addressed.  
CONCLUSION  
Aweil Rice Development Project since its inception had a lot of hurdles such as remoteness of the area, lack of  
transport, no enough agricultural machinery, lack of adequate and skilled personnel, lack of fertilizers, and the  
wars of 1955-1972 and 1983-2005; combined together has made the Project not to fulfill the objectives it was  
established.  
The planned area to be cultivated was not fully utilized only a small acreage and this has made the produce to  
be small. The number of employees was small as well as machinery to cultivate the envisaged area of 22,000  
feddans. The yield was small as there were no enough implements of agricultural machinery and proper  
agricultural practices.  
There was no proper marketing research and management because of lack of marketing unit and policy to apply  
the concepts of marketing. The research findings were that: marketing was done by the Government; there was  
no marketing system in place to guide the marketing of the project’s produce; marketing was an open one, prices  
were fixed locally, and rice was sold to individuals; rice was of high quality; the produce was little and of high  
quality; and there was great local demand which did not warrant for publicizing the produce. However, small  
population sample asserted that: Government was involved in marketing, Project’s staffs were involved in selling  
the produce, and there were no serious problems to be addressed.  
The future of Aweil Rice Development Project is at stake unless it is rescued from the present position it is in  
now. So that the Project fulfills the objectives it was established, and improve marketing of it’s produce, the  
National Legislature, the National Ministry of Agriculture, Forestry, Cooperatives and Rural Development  
together with the National Ministry of Electricity, Dams, Irrigation and Water Resources, and the National  
Ministry of Finance and Economic Planning, should quickly pass the proposed Agricultural Marketing and  
Irrigation Development Policies to guide the processes of marketing agricultural products and the stabilization  
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INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)  
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of agricultural production.The National Government to again file a request to UNDP or EEC and even China  
and other friends for the revitalization of the Project. The ARDP to establish a marketing unit to carry out plans  
for marketing the produce of the Scheme.  
REFERENCES  
1. Aweil Rice Development Project Stores Ledger Book for the years 1975-1985.  
2. Aweil Rice Development Project Stores Ledger Book for the year 2001-2015.  
3. Democratic Republic of the Sudan, Ministry of Finance and Economic Planning.Aweil Rice  
Development Project. First Phase (EDF), Final Report, December 1982.  
4. Food and Agriculture Organization of the United Nations. Land Development Project (Aweil Rice  
Scheme), Sudan/73/001, Final Report, November 1979.  
5. Goeke, Patricia E. “State Economic Development Programs: The Orientation Is Macro But the Strategy  
is Micro,” Journal of Macro Marketing, Spring 1987.  
6. Rayport, Jeffrey and John Sviokia. “Exploring the Virtual Value Chain,” Harvard Business Review,  
November-December, 1995.  
7. Reardon, T., C. P. Timmer, C. B. Barrett, J. Berdegue. “The Rise of Supermarkets in Africa, Asia, and  
Latin America,” American Journal of Agricultural Economics, 85 (5), December, 2003.  
8. Rosson, P. “Changing Traditional Distribution Systems: Fish Marketing in Tanzania,” Journal of  
Physical Distribution, No. 4. 1974.  
9. Ruthenberg, H. Farming systems in the tropics. Oxford University Press, 1980.  
10. Samli, Coskun. Marketing and Distribution Systems in Eastern Europe, (New York: Praeger Publishers,  
1978).  
11. Sanders, Donald H. Computers Today, 2nd ed. (New York: McGraw Hill, 1985).  
12. Sawhney, Mohan. Seven Steps to Nirvana (New York: McGraw-Hill, 2001).  
13. Schlippe, P. (Shifting cultivation in Africa. The Zande system of agriculture). Routledge & Kegan Paul,  
London, 1956.  
14. Selassie, H. G. (1995), International Joint Venture Formation: In the Agribusiness Sector, Avebury, and  
Aldershot.  
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