Punjabi and Sardana report a similar situation in India. Different models for coordinating supply chains are emerging from both the public and the private sector. Irrespective of the driving force, developing supply chains requires a lot of effort to develop linkages with farmers, especially in gaining their trust and motivating them to work. Although developing farmer linkages is easier for those firms that have been involved with farmers over time, usually through input supply or some other means, problems invariably emerge at harvest. “Pole vaulting” is a term frequently used to describe how farmers often sell their produce to a buyer, but not to the buyer who has been assisting the farmer to grow the produce. The motivation for such behaviour is purely economic; the other buyer offers a higher price on the day. Another important issue is the need to dispose of that proportion of the crop that does not meet the buyers’ specifications while still making some profit. Finally, if quality is to be retained, there is the need to invest in post-harvest infrastructure, not only at the farm level, but at the wholesale and the retail level. Invariably, this will be accompanied by a parallel demand for actors in the supply chain to implement a quality assurance system.