Milk Vita: The road to self sufficiency

In 1952, a young businessman named Mr. Mukhlesur Rahman started work on an idle
plant left due to the historic partition of the Indian Sub-continent. Within a few years, He
established Eastern Milk Products and started to process and market products under the
brand name Milk Vita. Overcoming the initial hiccups, he initiated the co-operative
management for the plant and the first Milk Producer co-operative society was formed
with the summit organization Eastern Milk Producers Co-operative Union Ltd through the
patronization of the government. The initial objectives the establishment was to raise
subsidiary income of the poor, landless and marginal farmers living in relatively remote rural
areas of the country by way of purchasing their produced milk at a reasonable price through
a guaranteed market under the co-operative fold and to ensure the regular supply of safe,
hygienic and nutritious milk and milk products to city dwellers at a fair price. But the
organization was struggling, both financially and in terms of quantifiable contribution to the
farmers as per its initial goals. After independence, the government of the peoples republic
of Bangladesh initiated two major surveys to gain insight moving forward from experts and
globally renowned researchers. But to no avail, in 1990, after 19 years of its operations, it
couldnt become a self-sufficient organization as it was still doing loss every year. In terms
of achieving the initials goals, it also had little to show as no expansion or establishment of
new chilling plants have occurred after independence. At this point in time, a new set of
strategies must be considered for the organization as a whole as the old ones are certainly
not working. There is high demand for milk in the country and it has the resources to meet
that demand instead of importing milk powder with hard earned foreign exchange. Milk Vita
given its historical background and the journey along with the land and its people must
show the way to attain self-sufficiency and development for itself, current and future
players and the rural people depended on livestock for their very survival.

It may be in the midst of brilliant daylight or in dim mist, there may emerge some silver
sprinkles of downpour, whatever the climate, throughout the past few years the rural people
of Bangladesh have been encountering a new scene twice a day, at first at dawn and then
at sunset. At the very beginning of the day and towards the end, they see numerous men,
ladies and youngsters, regardless of age, standing and statement of faith, going not far off
conveying containers, buckets or huge drums, all loaded with milk. Their destination is the
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milk gathering society, where they supply milk in a methodically looked after methodology.
In this way, they neither need to sit tight for a buyer in a commercial center, nor do they
need to bargain for a price. The society offers them a year-round ensured market with
profitable cost on qualitative composition of the milk supplied.

"The conditions here were miserable when I was a child. Most students had a hard time buying books."
Al-haj Mohammed Huq

Mr Abdus Samad, a 50-year-old milk producer from Reshombari Samity in Baghabarighat,

the largest milk producing area in the country, disclosed that he has been supplying milk to
the society for the last 20 years and through the society he has received a fair price. He
stated further that 'Milk Vita has meticulously changed the socio-economic pattern of the
area. He added, 'In the past, people from the villages used to starve because of financial
limitations. There was hardly any means for agricultural production, but now there are
electricity supplies, freezers and television sets in many of the houses. Mrs. Sandhya Rani
Bala, a housewife and a member of the Women Milk Producers' Co-operative Society of
Tekerhat area opined that, 'For the very poor people in this area, the milk society has
opened up a new avenue of earning'. She explained that the cattle keeping practices are
mostly maintained by women and as such, current economic returns have energized the
women to intensify their dairy activities. Raihan, a young schoolboy from the Rangpur area,
explained that he helps his family in supplying milk to the society before going to school. He
said that a few years previously, his father had to go to the market to sell milk and this
wasted much of his father's valuable time since in the very small town the market for milk
was inadequate. He added that 'The society has initiated a guaranteed market, which has in
turn allowed my father to go to his work at the time he chooses' (Shaha & Haque,2002).
But the scenario wasnt like this in the past. The co-operative society, popularly known as
Milk-Vita could make very little impact during the early years of its operations. Till 1990, it
did not see any signs of profit which casted a serious doubt to its future sustainability and
expansion in order to cater to the multitudes of people in the rural areas. Al-haj Mohammed
Huq, a retired teacher and chairman of the local milk society, adds, "The conditions here
were miserable when I was a child. Most students had a hard time buying books. We were
exploited," says Mr. Huq. Milk was used in sweets but there was a monopoly of sweet
makers and they controlled the price. If they liked it they would offer five taka (10 cents),
or they would not even take the milk." Ninety percent of the rural people are farmers and
are associated directly or indirectly with agricultural production and the distribution process.

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Population growth, flood, drought and the gradual decrease in size of land holding due to
family division etc. have to some extent crippled the rural economy. As such, the majority of
the rural people live below the poverty level. With the limited resources available, the poor,
landless and marginal farmers of the country traditionally rely on agricultural practices for
their livelihoods (Potazia FAO, 2002).

BACKGROUND
In 1946, when the Indian Sub-continent was still intact, an organization named National
Nutrients Company Ltd planned to establish a small dairy plant having the capacity of
handling 2000 liters of milk per day at the then Lahirimohanpur, Pabna (presently Sirajganj
district). The entrepreneur had the target to sell the processed milk and milk products to
Calcutta which was one of the biggest market in the whole of sub-continent. Moreover, it
was located within the easy and chapter rail communication network from the proposed
plant area. The original entrepreneur started on the erection of the plant through importing
the necessary machineries. But it came to a halt due to the historic partition of India and
Pakistan in 1947. Subsequently, the company lost interest in doing business in this part of
the sub-continent which had already become the part of a new country following the
independence. Thereafter in 1952, a young businessman namely Mr. Mukhlesur Rahman
showed keen interest for completion of the project to the extent that he exchanged his
property in Calcutta with all the assets of the original entrepreneur lying idle in this part of
the country. He continued the erection job with the name Eastern Milk Products and within
a couple of years the company started to process and market their products under the
Brand name- Milk Vita. But the business failed to attain success since in one hand the
targeted Calcutta market being a different country, was not reachable and on the other
hand the existing market of Dhaka was at a considerable distance away from the plant area.
The costly and cumbersome communication system prevailing during the time pulled back
the marketing of the products under the existing management pattern (Shaha &
Haque,2002).
Therefore, in 1965, Mr. Mukhlesur Rahman initiated the co-operative management for the
plant and as such the first milk producer co-operative society was formed in the area with
the apex organization (EMPCUL) Eastern milk Producers Co-operative Union Ltd through
government patronization. About 100 village milk producers cooperative societies were
formed over the plant area and production and marketing of Milk Vita products continued for
a couple of years. But there were no signs of any economic improvement of the
organization. Subsequently, it was handed over to the cooperative society in 1968. During
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this time, another dairy plant engaged in processing milk bottles at Tejgaon, Dhaka namely
ASTO Dairy which was also sick and run by the cooperative marketing society. Due to lack
of funds and expert professionals the conditions never improved and the society had to run
the plants in a very restricted manner. In 1972, after the independence of Bangladesh, the
Government initiated 2 major surveys for the rehabilitation of the 2 existing financially sick
dairy plants (Dugdill B.T. and Bennett A. 2000).

ASSISTANCE
Under the financial sponsorship by the Danish International Development Agency (DANIDA)
and United Nations Development Program (UNDP), team leaders for both the surveys Mr.
Pen Nielsen and Dr. Kastrup respectively studied the situation for a couple of months.
Evaluating the overall situation, they put up their recommendations to the government.
Under the light of this recommendation, a development project titled Cooperative Dairy
Complex in the pattern of Amul (Anand Milk Union Limited, India) was launched in
Bangladesh. Since inception, the Food and Agriculture Organization of the United Nations
(FAO) maintained association with the project through Technical Assistance Programme
projects in three phases. This support was continued up to 1990 under the financing of
United Nations Development Programme (UNDP). These UNDP-funded projects contributed
effectively to the materialization of the initial objectives of the Co-operative Dairy Complex
through overall assistance in engineering, technology, management, finance and accounts,
and human resources development. The philosophy of the AMUL (Anand Milk Union Ltd.)
pattern of India was the basis for Milk Vita's organizational activities. However, unlike the
situation in India, Milk Vita did not receive any sort of financial assistance in the form of
grants from the Government of Bangladesh or any other international donor agencies for
organized dairy development activities (Chowdhury A.M. 1979).

INITIAL PLAN
Based on these principles and objectives, the rural milk-producing farmers are organized
into samities or associations of a size ranging from 16 to 246 members. The agreement
between Milk Vita and a member farmer is very simple. Any farmer located in Milk Vitas
operating area is eligible to join an existing society or take initiative to organize a new
society under the umbrella of Milk Vita. To continue the societys membership, a member
should supply at least 100 litres of milk in 100 days in a year. The samity is managed by a
committee formed by its members. For each group there is a common centre or location for

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milk collection where individual members bring their milk. A salaried person employed by
the primary cooperative society collects milk and records the daily amount delivered in the
passbook of the individual farmer-member. The initial project envisaged on the purchase of
milk from the individual poor marginal and landless milk producing farmers under the folk of
primary Milk producers cooperative societies, twice a day. In the process, fair prices to the
farmers were assured with regular guaranteed market. The milk collected in the societies
would get sent to the rural plants for preliminary processing at the initial stage. In the
transportation process, since the societies are located at the remote places, both the river
and the road transportations are used. On one hand there are these contracted arranged
boats and on the roads side there are the locally modified mechanical vehicles called
Nasimons which are dispatched for the smooth flow of operations. In many areas, trucks
are also hired for the organization for use. Throughout the entire process no matter the
medium of transport diligent care is given so that the milk is brought to the factory within
the stipulated time to avoid any deterioration in quality. The farmers also need to take due
care to maintain the strict timeliness even in the meddlesome weather of the monsoon rains
and frequent floods. Then the milk is further transported to product manufacturing plants
for final processing of market milk and milk products. In the transportation process, special
types of insulated road milk tankers are used to preserve the milk quality through the plight
(Jabbar, 2009).

LIVESTOCK POPULATION
By way of mechanization, the modern world has adopted technologically advanced methods
in agricultural production. However, in Bangladesh, 90% of agro-activities are performed
with cattle draft power. Besides, cattle are also used for cartage, oil production processes
and crop harvesting, as well as their use as an excellent protein source in human food. In
Bangladesh, there are 23.4 million head of cattle, 0.82 million buffalo, 33.5 million goats
and 1.11 million sheep. Milking cows constitute 45% of the cattle population and on
average, each cow produces about 200300 liters of milk in a lactation period of 180240
days (Shaha & Haque, 2002).

Number of Livestock in millions per species

Year
1991-92

Cattle
22.83

Buffalo
0.73

Goats
25.40

Sheep
0.95
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1992-93
23.01
0.73
Source: Livestock Directorate (1998).

27.49

0.99

SUBSTITUTES
As the local demand of milk and milk products are not being met by domestic production,
imports of milk powder rose high throughout the decade of 1980-90s. Hard earned foreign
exchange is used to purchase imports of dairy products.

Amounts and value of milk powder imports in Bangladesh

Year
1990-91
1991-92
Items
Imported
milk
powder
Local liquid milk

Tonnes (x103)
60
55
Price/kg of milk
Liquid milk
powder (taka)
equivalent (litres)
145.00
8.00

Taka2 x (109)
4.5
4.3
Price of liquid milk Price of liquid milk
(taka/litre)
(US$/litre)1
18.12
0.31
23.50

0.41

Milk is the first food for the newly born human beings. To serve its purpose it is a food that
contains all the nutrients, the newly born requires. Milk production as well as chemical
compositional trend is a seasonal operation, depending on the availability of feed, climatic
conditions and on tradition (Berg, 1988). Bangladesh is deficit in milk and milk products.
Domestic milk production (1.41MMT/year) represents only 12.77% of -1 the actual need
(11.04 MMT/year) [Azad,2002]. The gap between -1 demand and production is 9.63
MMT/year which is met -1 by importing powder milk at the cost of valuable exchange.
Bangladesh ranked 12 in the cattle th population of the world and 3 in the Asian countries rd
arena, but it produces only a few portion of worlds milk production. Whereas India has
become the worlds largest milk producer, apart from the European Union (EU) [Jabbar,
2009].

MANAGEMENT
Sheikh Mujibur Rahman, the founding father had a vision of democratically run farmers'
cooperatives leading rural development in the country. The government started Milk Vita
shortly after independence in 1974. But the vision never came to fruition. The organization
was run by the government and the management team consisted of government officials or
civil servants (Potazia FAO, 2002). In 1990, after 19 years of operation after independence
and the constant mediocre performance of the co-operative society, it was time to rethink as
to what are the steps that must be taken for the journey going forward. This society is a
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crucial part of many lives in the rural areas and it has the potential to be make much more
impact in the socio-economic scenario of these people and in the development of this nation
as a whole. As the management and the farmers didnt really share the same goals and
values, thus a gap remained within the value chain of the society as to what really is the
cooperative objective of this endeavor which might just be the most significant factor of Milk
Vitas consistent substandard operations. Over the years, it also failed to attract the expert
professionals to come and work for the cooperative society.

OPERATIONS
Since inception, Milk Vita has not received any grants in the form of cash or commodity
assistance from the government or from any national or international donor agency. This
has limited the organizations ability to carry out its development activities, since the size of
net profit has not been enough to cater for its development plans. We can see from the
table below that from 1977 to 1990, no expansion could be made in terms of plants.
Plants of the Co-operative Dairy Plants
Location

Distance from
Dhaka (KM)

Nature
Plant

Mirpur

10

Tangail
Manikganj

100
90

Milk and Milk

Products
Processing
Milk Chilling
Milk Chilling

Tekerhat
(Madaripur)
Baghabarigha
t (Sirajganj)

190
125

of

Milk
Pasteurisation
Milk
Products
Processing

Handling
Capacity
(x
103 Litres per
Day)
110

Date
Operation
Commenced

10
10
25

June 1975
September
1975
December 1977

162

November 1977

May 1976

The major products of Milk Vita include: pasteurized liquid milk, butter, ghee, ice-cream and
ice lollies, full cream milk powder, skim milk powder, flavored milk, sweet curd, cone ice
cream, cream and ros malai (sweetmeats). The products are mainly marketed in major
cities through established marketing networks of rickshaw van co-operative societies in
addition to the formal retail agencies and wholesaling distributors (Shaha & Haque, 2002).
Year
199192
199293

Milk
( 106 taka)
90.49
139.51

Butter
( 106 taka)
38.72
43.70

Ghee
( 106 taka)
2.69
6.93

Ice cream
( 106 taka)
4.05
7.29
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Source: Milk Vita primary data (2000)

The society has ventured into further integration with the farmers but the services are quite
inadequate. There are no micro credit facilities and in the face of disasters and floods, they
risk losing everything they have. These potential natural disasters hamper the spirit of
keeping cows rather than selling them for cash which in turn substantiates the damage for
the milk market. Some services are designed for the farmers' benefit and to achieve selfsufficiency in national milk production Participation of farmers in Milk Vita activities is
maintaining a continuous increase in the government's poverty alleviation programme.
Year

Number
members
( 103)

199192
199293

of

30.50
34.82

Number
of
Treatments
( 103)

Number
of
Vaccinations
( 103)

31.26
32.66

16.04
19.87

Number
of
Artificial
Inseminations
( 103)
14.89
21.62

Source: Milk Vita primary data (2000)

DAIRY POLICY
A dairy policy, including short- and long-term dairy development programmes along with
other pertinent issues, was perceived to be necessary from the very inception of dairy
development activities in Bangladesh. This matter was brought to the attention of the
concerned authority on several occasions with no result. Due to the lack of such a policy,
neither are the milk producers protected by way of having a fair price from the purchaser,
nor is the import of milk powder into the country being rationalized. A dairy policy is
required to promulgate specific taxation guidelines, standardization of indigenous milk
production, and cattle keeping and milk production rules along with all the relevant issues.
In 1984, the study report of Juneja Mission of FAO, sponsored by the attached UN project,
included proposals for short- and long-term programs of dairy development in Bangladesh
along with the framing of dairy policy and formation of the Bangladesh Dairy Development
Board. Unfortunately, there was no response to these proposals.
Again in 1987, in a study sponsored by the UNDP/FAO, Dr Verges Kurien (Chairperson of the
National Dairy Development Board of India) advocated for dairy policy and for formation of
a dairy board in due course, along with some other pragmatic and important dairy
development plans and programs. The report did not bring about significant development on
the issue (Juneja G.C., Gansey H.J.G. and Mertin R.G. 1984).

OTHER CONSTRAINTS
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There remains other constraints like non-congenial taxation policies and rate for its routine
imported items, shortage of quality cattle feed at a reasonable price, lack of funds for the
timely materialization of its planned activities, lack of support from the government and
national and international donor agencies in the undertaking of a massive dairy
development programme for the country, similar to Operation Milk Flood I, II and III in
India and absence of adequate training facilities and support to adopt new technologies
(Shaha & Haque, 2002).

JOURNEY FORWARD
Now, at the start of the decade, after 19 years of operations, the society wishes to rethink,
reorganize and revamp the structure and the strategies through which it will move forward
in the right direction. The society wishes to fulfill the objectives upon which it was
established and set an example in the development of the people concerned with the
industry. There are plenty of demand for milk in the market and a lot of hard earned foreign
exchanges are spent to import milk powder to meet the unmet demand. In 1990, number of
primary societies and membership is 258 and 30,000 respectively. Now, The big question is
that the cooperative society is confronted with is What are the core issues in the
formation and the strategy of the cooperative society that need to be identified,
modified and implemented in order to achieve self-sufficiency and long term
sustainability?

Teachers Note
ABSTRACT
The case begins with the rich and intriguing history of the cooperative milk producers
society popularly known as Milk Vita and its journey along the lines of the people of this
land. It was first started through government patronization and after the independence of
the peoples republic of Bangladesh, it continued operations under the government. The
management committee included government officers. The rural population and their
dependency on agriculture as a source of sustenance was a core driving factor in the
establishment of such a society and hoped to aid them in their endeavors. But the society
struggled, in 19 years, after the liberation of Bangladesh, it has failed to achieve selfsufficiency which cast a serious doubt to the potential of the organization and its long term
sustainability. It also had minimal impact and failed to integrate the farmers activities into
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its own value chain. Now, a change in the wind is needed to meet the huge potential of the
society and the case encourages the reader to think as to how one can approach this
cumbersome journey forward for Milk Vita.

KEY ISSUES
The first issue that needs to be addressed is that of the management. An organization
upon which so many lives are dependent must share the core value across the organization
and in time across the whole value chain.
Secondly, the society must be able to attract expert and capable professionals to come
and work for them. Yes, it is difficult as Milk Vita works away from the cities but with greater
job security, respectable compensation and the incentive to really make a difference in the
lives of so many people living in the rural area could be a combined incentive package
through which professionals could be attracted to work for a cooperative society like Milk
Vita.
Thirdly, vertical integration should be the way to go for Milk Vita. It must support the
farmers with training, medicine, micro credits and such other aids in order to ensure and
encourage the keeping of the cattle to ensure its supply of milk. A committed effort to
integrate with the operations of the farmers will send a message that the society is here to
stay and here for good.
Fourth, the society must ensure the market and the prices for the farmers. It must get rid
of the middlemen in order to facilitate the trade between the milk suppliers and the
society.

LEARNING OBJECTIVES
The primary learning objective of the case is to learn from history how the prominent player
in the dairy industry suffered through the years and what policies and strategic changes it
had to go through at a certain point in time to finally be on its way to reaching the potential
everyone envisioned it had. To learn from the mistakes as to what are the things that must
not be done for a cooperative society like that.

TARGET AUDIENCE
The target audiences for this case study are the students who are pursuing their bachelors
or masters degree in Business Studies. The case will be a beneficial guide for the business
students to get an idea of what sorts of challenges a business like the cooperative society
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might face in the dairy industry. The best way to solve such a case is to sit in groups and
discuss among themselves to identify the issues and what could be the ways forward in
solving them.

CASE ANALYSIS
Vertical Integration
The primary objective must be to increase the primary societies and the memberships
through awareness campaigns and subsequently further vertical integration. People in the
rural areas must be communicated the importance and the advantages of joining such a
cooperative society and they must see initial fruits of joining the society.
Risk reduction is an important cited reason for joining the cooperative society. Risk is an
important feature of dairy farming. Most of the farmers in Bangladesh are generally risk
averse, i.e. they normally choose the less revenue-risky business. There are two types of
risks: price risk and production risk. Price risk is an important contributor to revenue
variability. The biological nature of production and its perishability is one of the important
causes of price instability. Lack of access to distant urban markets also gives less
remunerative price. Dairy has the potential to provide regular cash income even under
variable price, hence can be considered as a good vehicle for income and food security, but
it is also a risky enterprise for poor farmers due to a relatively large capital investment in
the animal, poor access to veterinary services leading to risk of diseases and mortality.
Another risk arises from the fact that there are inadequate numbers of bulls in the villages
so many farmers are not able to service their cows in time when they are in heat, hence
conception rates are low. Also upgrading local breeds with the insemination of some exotic
germplasm is considered a suitable way to raise milk productivity.
Market and price risk arises because dairy farms in Bangladesh are located far away from
major urban markets, so they face several problems in marketing including inability to sell
milk at desired times due to lack of buyers, inadequate transport facilities to carry milk to
markets, uncertain prices and low bargaining power. Overcoming production, health and
marketing problems is a major motivation for joining the cooperative. By becoming a
member, farmers have access to health and AI services and assured market outlet for
output.
Access to technical knowledge and management skills is another advantage of joining a
cooperative society. Though raising cattle including indigenous cattle breeds is an age old
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practice of the smallholder mixed farmers in the country, most dairy farmers start
commercial dairy farming using improved breed and technology without acquiring proper
technical knowledge and management skills. As there is no organized system of training on
dairy farming, Milk Vita must provide its member farmers initial training in the management
of dairy animals, fodder production, health care, advanced technology and also provides
extension advice on a regular basis.
Over time, Milk Vita must develop into a vertically integrated enterprise. Vertical integration
refers to the extent to which successive stages involved in the production of a particular
product or service are performed by different firms, or the converse, the extent to which a
firm performs different successive stages in the production of a particular product. Vertical
integration is also used to describe the action of a firm in acquiring or constructing facilities
for carrying out productive stages, which formerly either preceded or succeeded its original
productive activities. So a firm or enterprise is vertically integrated when it integrates both
the input supply and output marketing sectors. In addition to collection, processing and
distribution of processed products to retailers, it should adopt programs on concentrate feed
production, vet services, AI services and credit disbursement. Its feed production program
was established primarily to provide balanced feed for the society members in Bhaghabari.
It has later expanded the program to cover all other areas served by its chilling plants
throughout the country.

MANAGEMENT
An immediate reshuffle must be done of the top management level of the organization. The
reshuffle must include qualified and experienced professionals to manage the organization,
in place of the previous deputation of government officials who had little interest in the
particular project and also lacked trust from the local farmers. The cooperative should have
an independent Board of Directors, the majority of whom should be farmer-elected as they
will know and implement the policies most suitable to the scenarios. The professionals must
be given a suitable environment and a respectable remuneration in order for them to stay
and work for a cause for the people. Thus the society may commence its journey towards
fulfilling its objectives and towards self-sufficiency and long term sustainability.

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References
G. C. Saha and S.A.M.A. Haque. (2002). Small-scale processing and marketing in
Bangladesh including reference to micro-credit facilities (good market access)Milk
Vita: A case study.
M. A. K Azad, M. Hasanuzzaman, G. Miah and B. K. Roy 1. (2002). Milk Production Trend of
Milk Vita Throughout the Year.
Mohammad A. Jabbar . (2002). Policy Barriers for Dairy Value Chain Development.
Potazia.
(2002,
August).
Retrieved
from
http://www.fao.org/english/newsroom/focus/2002/milkvita_main.htm

www.fao.org:

Chowdhury A.M. 1979. Consolidation of Co-operative Dairy Complex, (Official Project

Document). BMPCUL (Bangladesh Milk Producers' Co-operative Union Ltd.), Dhaka,
Bangladesh.
Dugdill B.T. and Bennett A. 2000. Milk Vita in BangladeshA Case Study. FAO (Food and
Agriculture Organization of the United Nations), Rome, Italy.
Fisheries and Livestock Ministry. 1992. Livestock Development Policy. Ministry of Livestock,
Government of Bangladesh, Dhaka, Bangladesh. 12 pp.
Haque S.A.M.A. 1994. Balancing, modernization, rehabilitation and expansion of the Cooperative Dairy Complex. (Official Project Document). BMPCUL (Bangladesh Milk Producers'
Co-operative Union Ltd.), Dhaka, Bangladesh. 55 pp.
Hossain M. 1982. Conversion of government loans and investments in Co-operative Dairy
Complex into grant. (An official proposal to the Government of Bangladesh), Bangladesh
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Juneja G.C., Gansey H.J.G. and Mertin R.G. 1984. National Co-operative Dairy Development
Plan. FAO (Food and Agricultural Organization of the United Nations) AG: DP/BGD/79/033
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Dhaka, Bangladesh. 150 pp.
Kurien V. 1987. A strategy for dairy development in Bangladesh. NDDB (National Dairy
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Latif S. 1973. Co-operative dairy complex project. (Official Project Document). BMPCUL
(Bangladesh Milk Producers' Co-operative Union Ltd.), Dhaka, Bangladesh. 37 pp.
Livestock Directorate. 1998. Development and activities. Livestock Directorate, Dhaka,
Bangladesh. 136 pp.
Nielsen P. 1973. Survey report and recommendationsLahirimohanpur and ASTO Dairies,
Bangladesh. DANIDA (Danish International Development Agency), Gulshan, Dhaka,
Bangladesh. 38 pp.
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