In October 2024, the managing director of Maha Farmers Producer Company Ltd. (MahaFPC), a second-tier farmer producer company (FPC) in Maharashtra, reflected on a decade of growth. With over 600 member FPCs and a successful public procurement model, the federation had become a leader in farmer-centric agribusiness. Yet, challenges remained—uneven member engagement, pressure to diversify, questions around board effectiveness, and the need for governance reforms. As MahaFPC looked to grow its business and sustain its impact, its leadership needed to chart a strategic path that balanced growth with democratic accountability.
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