{"id":9810,"date":"2026-08-04T18:07:25","date_gmt":"2026-08-04T16:07:25","guid":{"rendered":"https:\/\/ameaglobal.org\/?p=9810"},"modified":"2026-08-04T18:20:14","modified_gmt":"2026-08-04T16:20:14","slug":"stimuler-la-competitivite-locale-ce-quacma-3-a-appris-dune-annee-de-services-de-developpement-aux-entreprises-au-benin","status":"publish","type":"post","link":"https:\/\/ameaglobal.org\/fr\/case-studies\/stimuler-la-competitivite-locale-ce-quacma-3-a-appris-dune-annee-de-services-de-developpement-aux-entreprises-au-benin\/","title":{"rendered":"Stimuler la comp\u00e9titivit\u00e9 locale: ce qu&#8217;ACMA 3 a appris d&#8217;une ann\u00e9e de services de d\u00e9veloppement aux entreprises au B\u00e9nin"},"content":{"rendered":"<figure class=\"wp-block-image aligncenter size-large\"><a href=\"https:\/\/ameaglobal.org\/fr\/lia-cs-08\/\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"535\" src=\"https:\/\/ameaglobal.org\/wp-content\/uploads\/2026\/08\/ACMA3-Benin-LIA-CS-08-Main-1024x535.png\" alt=\"ACMA3 Benin LIA-CS-08 Main\" class=\"wp-image-9811\" srcset=\"https:\/\/ameaglobal.org\/wp-content\/uploads\/2026\/08\/ACMA3-Benin-LIA-CS-08-Main-1024x535.png 1024w, https:\/\/ameaglobal.org\/wp-content\/uploads\/2026\/08\/ACMA3-Benin-LIA-CS-08-Main-980x512.png 980w, https:\/\/ameaglobal.org\/wp-content\/uploads\/2026\/08\/ACMA3-Benin-LIA-CS-08-Main-480x251.png 480w\" sizes=\"(min-width: 0px) and (max-width: 480px) 480px, (min-width: 481px) and (max-width: 980px) 980px, (min-width: 981px) 1024px, 100vw\" \/><\/a><\/figure>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">L'agriculture emploie pr\u00e8s de 70 % de la population active du B\u00e9nin, mais les organisations de producteurs (OP) et les micros, petites et moyennes entreprises (MPME) agricoles au c\u0153ur du secteur se heurtent \u00e0 des obstacles bien connus : une faible productivit\u00e9 sur des sp\u00e9culations orient\u00e9es vers la s\u00e9curit\u00e9 alimentaire, un acc\u00e8s limit\u00e9 aux march\u00e9s r\u00e9mun\u00e9rateurs, un acc\u00e8s difficile au financement, et des besoins vari\u00e9s en renforcement de capacit\u00e9s. Ces d\u00e9fis freinent la professionnalisation, non seulement des agriculteurs eux-m\u00eames, mais aussi des organisations et agro-MPME avec lesquelles ils collaborent.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Le programme Approche Communale pour le March\u00e9 Agricole, phase 3 (ACMA 3) a mis en place une offre structur\u00e9e de Business Development Services (BDS) pour r\u00e9pondre \u00e0 ces d\u00e9fis, d\u00e9ploy\u00e9e en synergie avec les structures \u00e9tatiques d\u00e9centralis\u00e9es, les institutions financi\u00e8res et les prestataires de services non financiers, afin de garantir la coh\u00e9rence et la compl\u00e9mentarit\u00e9 des interventions plut\u00f4t que leur duplication. La derni\u00e8re \u00e9tude de cas Learning into Action d'AMEA, LIA-CS-08, retrace ce qu'une ann\u00e9e de cet appui a permis d'obtenir pour 32 organisations de producteurs et agro-MPME accompagn\u00e9es entre 2023 et 2024.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Un dispositif d'appui en cinq \u00e9tapes ancr\u00e9 dans les dynamiques locales<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">La d\u00e9marche d'ACMA 3 commence par l'identification et la s\u00e9lection des OP et agro-MPME selon trois crit\u00e8res : le renforcement des initiatives existantes, le positionnement sur des maillons des cha\u00eenes de valeur orient\u00e9es vers la s\u00e9curit\u00e9 alimentaire, et la capacit\u00e9 d\u00e9montr\u00e9e \u00e0 promouvoir les femmes et les jeunes. Un diagnostic participatif permet ensuite d'identifier les besoins sp\u00e9cifiques de chaque organisation, du renforcement de capacit\u00e9s \u00e0 l'acc\u00e8s au march\u00e9, en passant par les processus de transformation, les infrastructures et les proc\u00e9dures de commerce transfrontalier.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Suit un dispositif d'appui sur mesure : am\u00e9lioration des syst\u00e8mes de production, d\u00e9veloppement de mod\u00e8les d'affaires inclusifs, mise en relation avec les institutions de microfinance, les services publics de vulgarisation agricole et les prestataires priv\u00e9s de d\u00e9veloppement de l'entrepreneuriat. Le programme s'appuie \u00e9galement sur les P\u00f4les d'Entreprises Agricoles (PEA) et les Cadres de Concertation Inter-Communaux (CCIC) pour coordonner les acteurs publics, priv\u00e9s et \u00e9conomiques au niveau territorial, une approche fond\u00e9e sur la cocr\u00e9ation et le suivi continu des performances plut\u00f4t que sur un mod\u00e8le fig\u00e9.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Ce que montrent les r\u00e9sultats<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L'analyse d'efficacit\u00e9, men\u00e9e aupr\u00e8s des 32 organisations accompagn\u00e9es, met en \u00e9vidence des r\u00e9sultats solides d\u00e8s la premi\u00e8re ann\u00e9e :<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Une moyenne de 41 980 $ de revenus<\/strong>, avec des performances plus \u00e9lev\u00e9es parmi les PME ax\u00e9es sur la production et les coop\u00e9ratives, et des niveaux plus faibles parmi les entreprises de distribution et de services d'\u00e9quipement en phase de d\u00e9marrage<\/li>\n\n\n\n<li><strong>Une am\u00e9lioration progressive, quoique timide, de l'emploi permanent<\/strong>, avec une m\u00e9diane de 2 employ\u00e9s \u00e0 temps plein par entreprise et environ 68 emplois soutenus dans l'ensemble de l'\u00e9chantillon<\/li>\n\n\n\n<li><strong>Une mobilisation g\u00e9n\u00e9ralis\u00e9e des capitaux<\/strong>, avec une moyenne de 27 161 $ par organisation et un total de 869 175 $ sur l'ensemble de l'\u00e9chantillon<\/li>\n\n\n\n<li><strong>Un impact sur 8 060 producteurs affili\u00e9s<\/strong>, dont 2 283 femmes<\/li>\n\n\n\n<li><strong>Un r\u00f4le majeur des coop\u00e9ratives et agro-MPME dans l'inclusion \u00e9conomique<\/strong>, repr\u00e9sentant plus de 90 % des acteurs b\u00e9n\u00e9ficiaires touch\u00e9s<\/li>\n<\/ul>\n\n\n\n<p class=\"wp-block-paragraph\">L'appui \u00e0 l'acc\u00e8s au march\u00e9 s'est r\u00e9v\u00e9l\u00e9 le plus demand\u00e9, repr\u00e9sentant 53,1 % des BDS fournis, suivi du renforcement de capacit\u00e9s dans les activit\u00e9s principales (21,9 %). Fait notable, les entreprises priv\u00e9es se sont distingu\u00e9es dans la promotion de la participation des femmes : 62,5 % des acteurs affili\u00e9s aux agro-MPME touch\u00e9s par le programme \u00e9taient des femmes, contre 33,4 % parmi ceux affili\u00e9s aux organisations de producteurs, un \u00e9cart que l'\u00e9tude attribue \u00e0 une gouvernance inclusive et \u00e0 un accompagnement cibl\u00e9 sur les activit\u00e9s g\u00e9n\u00e9ratrices de revenus port\u00e9es par les femmes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Le co\u00fbt d'un BDS de qualit\u00e9, et la strat\u00e9gie de sortie qui l'accompagne<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">Fournir ces services a un co\u00fbt. Le co\u00fbt moyen des appuis BDS s'\u00e9l\u00e8ve \u00e0 1 813,34 $ par organisation, dont 80 % pris en charge par le programme et 20 % (443,05 $) directement par les b\u00e9n\u00e9ficiaires. Cette r\u00e9partition est d\u00e9lib\u00e9r\u00e9e : ACMA 3 applique une strat\u00e9gie de subvention d\u00e9gressive (passant par des ratios tels que 80-20, 50-50 et 75-25) con\u00e7ue pour faire cro\u00eetre progressivement la contribution financi\u00e8re propre des b\u00e9n\u00e9ficiaires, renfor\u00e7ant ainsi leur appropriation et les pr\u00e9parant \u00e0 assurer leur autonomie \u00e0 la fin de l'intervention.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Des recommandations pour la mise \u00e0 l'\u00e9chelle<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L'\u00e9tude de cas se conclut par un ensemble clair de priorit\u00e9s pour la r\u00e9plication et la durabilit\u00e9 :<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Poursuivre l'appropriation interne<\/strong> des outils de diagnostic, de gestion, de suivi et d'\u00e9valuation, afin que les OP et agro-MPME puissent r\u00e9aliser elles-m\u00eames leurs \u00e9valuations de performance.<\/li>\n\n\n\n<li><strong>Renforcer les modes de gouvernance<\/strong>, en veillant \u00e0 la mise en \u0153uvre syst\u00e9matique des recommandations issues des auto-\u00e9valuations et \u00e0 une meilleure participation des membres.<\/li>\n\n\n\n<li><strong>Appuyer des strat\u00e9gies autonomes de mobilisation de ressources<\/strong>, permettant aux organisations d'accro\u00eetre leur part de contribution et de r\u00e9duire leur d\u00e9pendance aux subventions.<\/li>\n\n\n\n<li><strong>Faciliter la mise \u00e0 l'\u00e9chelle des approches BDS<\/strong> au sein des r\u00e9seaux de coop\u00e9ratives, pour diffuser les bonnes pratiques et consolider un mouvement national vers des organisations agricoles plus professionnelles et comp\u00e9titives.<\/li>\n<\/ol>\n\n\n\n<p class=\"wp-block-paragraph\"><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Pourquoi cela d\u00e9passe le cadre du B\u00e9nin<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">L'exp\u00e9rience d'ACMA 3 apporte un nouvel \u00e9l\u00e9ment de r\u00e9ponse \u00e0 une question que le r\u00e9seau d'AMEA explore sous plusieurs angles : comment concevoir un appui BDS qui renforce r\u00e9ellement les capacit\u00e9s sans cr\u00e9er de d\u00e9pendance durable ? Le mod\u00e8le de subvention d\u00e9gressive, associ\u00e9 \u00e0 un processus clair allant du diagnostic \u00e0 la mise en \u0153uvre, offre une structure reproductible pour d'autres programmes de la r\u00e9gion poursuivant le m\u00eame objectif: des organisations de producteurs et agro-PME plus professionnelles et financi\u00e8rement r\u00e9silientes.<\/p>\n\n\n\n<div style=\"height:60px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\" href=\"https:\/\/ameaglobal.org\/fr\/lia-cs-08\/\">\u2b07  T\u00e9l\u00e9charger l'\u00e9tude de cas<\/a><\/div>\n<\/div>\n\n\n\n<div style=\"height:100px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>","protected":false},"excerpt":{"rendered":"<p>L&#8217;agriculture repr\u00e9sente pr\u00e8s de 70 % de l&#8217;\u00e9conomie b\u00e9ninoise, mais les organisations de producteurs et agro-MPME font face \u00e0 des obstacles persistants. La derni\u00e8re \u00e9tude de cas d&#8217;AMEA montre comment le mod\u00e8le BDS d\u00e9gressif d&#8217;ACMA 3 a aid\u00e9 32 organisations \u00e0 accro\u00eetre leurs revenus, mobiliser des capitaux et toucher 8 060 producteurs en une seule ann\u00e9e.<\/p>","protected":false},"author":1,"featured_media":9811,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[50],"tags":[123],"location":[57],"class_list":["post-9810","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-case-studies","tag-lia-series","location-benin"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Stimuler la comp\u00e9titivit\u00e9 locale: ce qu&#039;ACMA 3 a appris d&#039;une ann\u00e9e de services de d\u00e9veloppement aux entreprises au B\u00e9nin - AMEA<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ameaglobal.org\/fr\/case-studies\/stimuler-la-competitivite-locale-ce-quacma-3-a-appris-dune-annee-de-services-de-developpement-aux-entreprises-au-benin\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Stimuler la comp\u00e9titivit\u00e9 locale: ce qu&#039;ACMA 3 a appris d&#039;une ann\u00e9e de services de d\u00e9veloppement aux entreprises au B\u00e9nin - AMEA\" \/>\n<meta property=\"og:description\" content=\"L&#039;agriculture repr\u00e9sente pr\u00e8s de 70 % de l&#039;\u00e9conomie b\u00e9ninoise, mais les organisations de producteurs et agro-MPME font face \u00e0 des obstacles persistants. 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