Md. Mukhlesur Rahman: Bangladesh’s mango is not just a fruit; it is an important part of our agricultural heritage, culture, and rural economy. Mangoes from Rajshahi, Chapainawabganj, Naogaon, Satkhira, Jhenaidah, Rangpur, Khagrachhari, and various other regions have their own unique taste, aroma, and identity. Varieties such as Himsagar, Khirsapat, Langra, Gopalbhog, Haribhanga, and Gaurmoti are each distinctive in their own qualities.

However, the unfortunate reality is that the mango we take pride in for its exceptional taste has still not been established as a strong global brand in the international market.

Bangladesh still largely considers mango as a seasonal fruit. Yet in the modern agricultural economy, producing a fruit alone is not enough; it must be processed, preserved, branded, and made suitable for global markets. This is where we are significantly behind.

Mango production is increasing day by day, but a mango industry is not developing at the same pace.

Every year during the mango season, a huge quantity of mangoes enters the market. Within a few weeks, excessive supply causes prices to fall. Farmers often fail to receive the expected price compared to their production costs. In contrast, developed countries have strengthened their agricultural sectors through processing industries.

A mango is not only a fresh fruit. It can become:

* High-quality mango pulp
* Mango puree
* Raw materials for juice and food industries
* Ingredients for the ice cream industry
* Dried mango
* Freeze-dried mango snacks
* Ingredients for baby food and international food processing industries

There is enormous demand for mango in the global food industry. However, Bangladesh has not yet been able to establish a desired position in that market.

Although some Bangladeshi companies produce juices and fruit-based products, in many cases the low proportion of real fruit content has prevented them from becoming reliable long-term suppliers to major international food industry buyers.

Bangladeshi farmers are highly skilled in mango production. Our soil, climate, and diversity of mango varieties are valuable assets. However, there are major weaknesses in the entire supply chain from the tree to the market.

The necessary infrastructure includes:

* Modern packing houses
* Cold chain facilities
* Controlled transportation systems
* Storage technologies
* Processing factories
* International-standard certifications

Due to the lack of these facilities, a large portion of produced mangoes fails to achieve their potential value.

Learning from Thailand and India

Thailand can be an example for Bangladesh in transforming an agricultural product into an international brand. They have already achieved success in this sector. Their success is based on a well-organized system—a complete chain from farmers to exporters.

They have developed:

* Registered farms
* Traceability systems
* Modern packing houses
* Vapor heat treatment facilities
* International-standard export structures

Most importantly, they have not focused only on exporting fresh mangoes; they have created value-added products such as dried mango and freeze-dried mango and established a strong presence in the global market.

India’s mango industry can also provide valuable lessons. They have developed specialized processing zones centered around mango production. Contract-based relationships between farmers and processing companies have created an integrated system from production to export.

They have successfully transformed varieties like Alphonso and Kesar from ordinary fruits into internationally recognized brands.

Bangladesh’s Himsagar, Khirsapat, and other mango varieties also have similar potential.

Bangladesh Must Transform Mango from an Agricultural Product into an Industry

Mango-based industrial clusters should be developed in regions such as Rajshahi, Chapainawabganj, Naogaon, Satkhira, and Jhenaidah.

These clusters should include:

* Mango pulp factories
* Puree plants
* IQF frozen mango units
* Concentrate production facilities
* Dried mango industries

Farmers should be connected with these industries through contract-based production systems.

Secondly, farmers need more than just production training. They require training in international-standard agricultural management, including safe use of agricultural chemicals, proper harvesting time, and food safety standards.

Thirdly, organizations like the Hortex Foundation and other relevant institutions should be strengthened to create an effective export-support platform that can lead in certification, cold chain development, market linkage, and international promotion.

Obtaining Geographical Indication (GI) recognition alone is not enough. It must be transformed into a commercial brand.

Creating international brands such as “Rajshahi Khirsapat Mango” or “Chapainawabganj Premium Mango” could help Bangladesh’s mango enter mainstream international retail markets beyond only expatriate communities.

Without Cold Chain, Global Market Success Is Impossible

To send quality mangoes to international markets, taste alone is not enough. Safety, durability, and quality control are essential.

Investment must increase in vapor heat treatment, advanced packaging, temperature-controlled transportation, and modern storage technologies.

It is not possible to capture long-distance markets by transporting mangoes under normal conditions at high temperatures.

We must also consider alternatives to air cargo. Due to high air freight costs, Bangladeshi mangoes may lose competitiveness in many markets. Therefore, in the long term, we need the capacity to transport mangoes through controlled-atmosphere reefer containers by sea.

This will reduce costs and create opportunities for entering new markets.

It is important to recognize that the greatest strengths of Bangladesh’s mango are its taste, diversity, and heritage. However, in the global market, good fruit alone is not enough to survive. We need technology, investment, processing, branding, and a strong supply chain.

Our goal should be:

“Not just selling seasonal mangoes, but building a year-round mango industry.”

Only then will farmers receive fair prices, employment opportunities will increase, and Bangladesh’s mango will achieve a respectable position in the global market.

The well-being of our mango farmers should be the central goal of agricultural development.

Md. Mukhlesur Rahman
Economist, Social Thinker & Agricultural Entrepreneur