Fact. UN Trade and Development’s October 2026 Global Trade Update estimates that global exports of biodiversity-based products reached nearly US$3.8 trillion in 2024. Developing countries accounted for only about 35% of that value, while Africa and Latin America and the Caribbean – regions holding much of the world’s biodiversity – accounted for 3% and 11% of exports respectively. UNCTAD also reports that BioTrade sales reached nearly US$50.5 billion in 2024, up from US$40 million in 2003.
These figures are not a forecast for Vietnam, nor do they justify the claim that every agricultural sector or business has the same opportunity. They do, however, raise a clear management question: why is the place that produces raw material not necessarily the place that retains the largest share of value? UNCTAD points to productive capacity, market access, trade rules, standards, and investment as the factors that jointly shape whether a business stops at supplying inputs or moves into processing and higher-value segments.
Do not confuse a resource with a commercial advantage
Management interpretation. Good raw material is a starting condition, not a complete business model. A product may be attractive to the market while the producer still receives a thin margin because it does not control input quality, specifications, delivery time, or its relationship with buyers. In coffee, spices, timber, food, and medicinal products, the question is not simply whether volume rises. It is what the business is selling: a raw material, a standardised product, or a branded solution with evidence of origin.
UNCTAD notes that standards, non-tariff measures, and access to finance strongly affect competitiveness. It gives the example that some alternatives to plastic, including cotton, jute, hemp, and paper, can face average import tariffs of up to 16.1%. Making a product more sustainable therefore does not automatically create a market. A business must also account for certification costs, technical documentation, supplier control, and its ability to maintain quality as volume grows.
Choose one point at which to retain more value
Rather than trying to perform every step, a business should identify one point in the chain that it can do better than competitors. That could be pre-processing that creates more consistent quality; packaging that extends shelf life; traceability that lets buyers verify a shipment; or product-development support provided with the buyer. A cooperative does not need to build its own overseas retail channel in order to retain more value. But if it can organise its supply area, quality records, and a reliable delivery schedule, it has a stronger basis for negotiating a better role in the chain.
The chosen point should be tested with simple numbers: does the added value exceed the cost of equipment, inspection, inventory, and working capital; which customers will pay for that improvement; and can the business keep the promise if orders double? This avoids two extremes: selling only raw material through fear of investment, or investing in processing without an appropriate customer base and operating capability.
Turn traceability and standards into sales capability
Many firms regard traceability or certification as a cost of clearing a market-access hurdle. Properly organised, however, they can become sales data. A clear shipment record showing origin, process, quality checks, and delivery timing helps the commercial team answer buyer questions more quickly; it also helps operations find where defects arise. The value of information is that it reduces uncertainty for both sides, not merely that it provides a label on a package.
UNCTAD also notes that producers often bear most of the cost of implementing standards. The decision to invest in a standard should therefore be tied to a specific market, target customer, and payback path. Before adding another certification, a business should ask which buyers actually require it, which criterion affects the contract, and what price or volume would cover the cost of maintaining it.
Start with one value-chain review
UNCTAD’s new information is a reminder that value addition does not automatically remain where resources originate. A practical first step is to map the chain from input to final customer: who holds the data, who sets the standard, who carries inventory risk, and where each part of the selling price is created. Then choose one change that can be delivered within six months – for example, standardising shipment records, testing one processing specification, or defining a customer group with clear requirements. One well-executed and evidenced improvement is usually more valuable than a broad slogan about “moving up the value chain.”
Fact source: UN Trade and Development, Global Trade Update (October 2026), published 9 October 2026.
