Reducing Martinique’s dependence on food imports is not simply a matter of producing more. It is also necessary to know what to produce, in what quantities, at what cost, and, above all, for which market. An examination of the POSEI program, imports, the role of bananas, and diversification measures shifts the focus of the debate: The challenge now is to build genuine supply chains capable of managing the product’s journey from the field to the plate.
A significant dependence
In 2024, Martinique imported 571.2 million euros worth of food, beverages, and tobacco products, in addition to 71.6 million euros worth of agricultural, forestry, and fishery products. The island is therefore highly dependent on these imports.
But these hundreds of millions of euros do not represent an equivalent amount of potentially substitutable production. Some production can be largely relocated, some only partially, while certain types will remain structurally dependent on imports. The realistic goal, therefore, is not self-sufficiency, but a targeted increase in the rate at which Martinique’s needs are met, product by product.
For each sector, we should be able to answer a few simple questions: How much do we consume? How much do we produce? How much do we import? How much more can we reasonably produce? At what cost? And for which market?
What We Can Learn from Bananas
The analysis also puts into perspective the criticism often leveled at bananas. Historically, the industry has received significant support from POSEI, but There is no evidence that redirecting this aid toward diversification would automatically lead to a corresponding increase in food production.
POSEI itself supports diversification and lists improving self-sufficiency and import substitution among its objectives. It is through organization and structuring that small-scale agriculture will maximize the benefits of aid.
In fact, the true strength of the banana industry lies elsewhere: it has a well-established system. Organized producers, standards, packaging, logistics, marketing, and identified markets all come together to form a cohesive economic chain.
So perhaps the question isn't just what we should take away from the banana, but what his organization can teach productions aimed at the Martinique market.
Produce—but who are we going to sell to?
Because producing more sweet potatoes, yams, plantains, fruits, or vegetables is only the first step. Who harvests them? Who sorts them by size? Who stores them? Who processes the surplus? Who guarantees the supply and coordinates deliveries? And above all: who buys them?
A large retail store, a hospital, or a central kitchen must be able to rely on consistent volumes, precise schedules, and a continuous supply. To bridge the gap between scattered farms and these buyers, it is therefore necessary to coordinate the consolidation of supply.
An additional metric ton harvested does not necessarily mean one metric ton less imported. To truly contribute to food sovereignty, it must be sold and consumed as a substitute for a product that would otherwise have been imported.
Government Procurement as a Market Opportunity
In this regard, institutional food service represents a particularly attractive market because its needs can be anticipated. Schools, high schools, hospitals, and nursing homes could make it possible to secure contracts for certain volumes and plan the corresponding crops.
But before claiming that this tool is underutilized, This needs to be measured: the number of meals, the total amount spent on purchases, the tonnage consumed, and the share actually supplied by Martinique’s agricultural sector.
This requirement for measurement applies to agricultural policy as a whole.
2036: Moving from Aid to Results
The Food Sovereignty Plan for 2036 offers just such an opportunity to change our approach. For each major sector, we should set a realistic self-sufficiency target, identify the main obstacle, and focus investments on addressing it.
If the bottleneck is water, invest in irrigation. If it’s storage, build the necessary capacity. If it’s processing, develop the appropriate tools. If it’s the dispersion of producers, organize the supply. If the problem is market-related, secure market outlets..
Every sector has its own goal; every goal has its own obstacle; every obstacle requires its own investment.
In 2036, food sovereignty should therefore not be measured solely by the millions of euros allocated or the additional hectares of cultivated land. It will need to be measured by the volumes actually marketed, the increase in the self-sufficiency rate, and the imports that have actually been replaced.
Martinique has shown, through the banana industry, that it knows how to build a sector that combines production, organization, financing, logistics, and market opportunities. The challenge now is to achieve a level of consistency comparable to that of productions intended for the domestic market.
Producing locally isn't enough. We also need to build a system that will make it possible to eat locally.
Gérard Dorwling-Carter
