Context
As India’s dairy sector marches toward greater formalisation, Farmer Producer Organisations (FPOs) — especially Milk Producer Organisations (MPOs) — are emerging as game-changers. Anchored in rural realities but guided by professional management, these farmer-owned institutions are transforming how milk is produced, aggregated, and marketed. They not only bring transparency and efficiency to the system but also place power directly into the hands of smallholder dairy farmers, many of whom are women. In this interview, we speak with one of the most passionate champions of this movement.
About the Leader
Dr. Manvir Singh is more than just a dairy executive — he proudly calls himself a “farmer’s employee.” With over 23 years of techno-managerial experience in livestock and dairy development, Dr. Singh currently serves as the Chief Executive & Director of Paayas Milk Producer Organisation, one of India’s most successful MPOs, based in Rajasthan.
From launching the innovative “Fodder Bank” concept in Uttarakhand to building high-tech dairy farms and shaping dairy cooperatives under NDDB Dairy Services, Dr. Singh has walked the talk across the breadth of the Indian dairy landscape. His academic foundation — spanning Pantnagar University, IVRI Bareilly, and IRMA Anand — has empowered him to bridge grassroots insights with strategic execution.
Today, he stands at the helm of Paayas, helping transform over a lakh dairy farmer — many of them women — into empowered shareholders and climate-resilient milk entrepreneurs.
Why This Matters
At a time when climate pressures, global trade shifts, and urban demand are reshaping India’s dairy sector, leaders like Dr. Singh are on the frontlines. His journey exemplifies how rural innovation, women’s leadership, and mission-driven institutions can redefine the future of food together.
“We Are No Longer Advisors—We are Partners”: Dr. Manvir Singh on Two Decades with India’s Dairy Farmers
- You often describe yourself as a “farmer’s employee.” With over two decades in the dairy sector, what are the most significant changes you’ve witnessed on the ground? Any farmer story that left a lasting impression?
Yes, I say this with conviction and pride: I am a farmer’s employee. That identity has shaped my entire professional life. Over the past 20 years, I have seen the Indian dairy sector evolve from traditional, subsistence-led practices to a far more market-aware and resilient industry.
Back when I began, dairy farming was a household activity—often informal and undervalued. But today, we are witnessing a quiet revolution. Farmers are adopting scientific feeding practices, improving breeding through AI services, and using mobile-based advisory platforms. Village-level chilling infrastructure, once a distant dream, is now common.
But what strikes me most is the mindset shift, especially among women. Earlier, women were perceived as helpers in dairy households. Today, they are decision-makers, shareholders, and even board members of Milk Producer Organisations (MPOS). Some have even risen to lead as CEOs. That’s more than change—it’s transformation.
Let me share a story. Sumitra Devi, a farmer from a small village in Rajasthan, started her dairy journey with a single local cow, walking miles to sell milk at whatever rate local traders offered. After the establishment of a Paayas Milk Pooling Point in her village, she gained access to AI services, training, and direct payments. Today, she owns four crossbred cows, sends her daughters to school, and sits on the Village Contact Group. I’ll never forget her words to me:
(“You say you are a farmer’s employee. Then let me tell you—we are also CEOs, of our homes and our dreams.”)
That, to me, is the true face of progress.
- How do Milk Producer Organizations (MPOs) differ from traditional Farmer Producer Organizations (FPOs)? And how widespread are MPOs in India?
It’s an important distinction. FPOs are an umbrella category—farmer-owned collectives that
can span a variety of crops or commodities. An FPO might deal in vegetables, pulses, or grains. The goal is aggregation, cost reduction, and better market access. These are typically registered under the Companies Act and supported by NABARD, SFAC, and others.
MPOs, on the other hand, are a specialised form of FPOs focused entirely on dairy. Born from the NDDB-promoted model, particularly under the National Dairy Plan, MPOs are structured as milk producer companies—private in structure, but farmer-owned in spirit. They handle not just milk procurement but also veterinary care, breeding services, feed supply, and training.
So yes, all MPOs are FPOs, but not all FPOs are MPOs.
As of early 2024, India has over 400 functional MPOs, mostly in Rajasthan, Gujarat, Uttar Pradesh, Bihar, and Maharashtra. These organisations have empowered millions of smallholder farmers, especially women, and are evolving into professionally managed, self-sustaining dairy businesses. Success stories like Paayas, Maahi, Shreeja, and Saahaj reflect this growth.
- Thousands of FPOs have been established across India—but are they truly successful? Can you share a standout example?
Success is a layered concept. Many FPOs are still navigating their early phases—struggling with governance, working capital, or market linkages. But there are bright spots that prove what’s possible.
Paayas Milk Producer Company, based in Rajasthan, is one such example. It began with a few thousand members in 2012 under the NDDB’s guidance. Today, it has scaled to over 100,000 milk producers—predominantly small and marginal farmers, with women forming a substantial portion of the membership.
Paayas operates on three pillars: transparency, member ownership, and market access. Farmers are not just suppliers—they are shareholders. Payments are quality-linked and directly credited. Over time, this has built a rare level of trust and loyalty.
What truly defines Paayas’ success is not just turnover—it’s empowerment. Farmers who once operated at the mercy of middlemen now control their produce, their prices, and their futures. With a professional team and a farmer-elected board, the company balances grassroots needs with business acumen. It’s a blueprint worth replicating.
- Rajasthan is among India’s most climate-vulnerable regions. How is Paayas equipping farmers to adapt to the realities of climate change?
Climate resilience is no longer an option—it’s imperative. At Paayas, we are building sustainability into the core of our operations.
We promote climate-smart practices such as water-efficient fodder cultivation, silage making, and heat-resistant animal shelters. Our breeding strategy focuses on local and crossbred cattle that can withstand rising temperatures.
Infrastructure is another focus. We have deployed solar-powered milk chilling units and supported the establishment of biogas plants. These not only reduce emissions but also lower energy costs for rural households.
But the most important investment is Knowledge. We are training farmers in climate-resilient dairy practices and encouraging peer-led learning models. The goal is simple: sustainability must be a shared and ongoing effort.
- What challenges do smallholder dairy farmers face today, and how can startups help bridge the gap?
Smallholder farmers face constraints that large, capital-intensive farms don’t— limited access to capital, technology, and consistent veterinary care. But that also makes them fertile ground for innovation.
Startups can—and should—design for this segment. The need is for frugal, scalable, and intuitive solutions. Be it AI-based heat detection, real-time milk quality testing, digital payment platforms, or input delivery—there is immense scope.
What excites me is the potential of partnerships. When FPOs like Paayas collaborate with agri-tech innovators, the results can be transformative. We bring scale and trust; they bring technology and agility. Together, we can co-create products that work for the last mile.
- The U.S. tariff war has been making global headlines. What does it mean for Indian dairy?
The direct impact on Indian dairy has been minimal. Our exports to the U.S.—mostly ghee and casein—are limited. While increased tariffs can affect competitiveness in niche segments, India remains a predominantly domestic dairy market.
Our strength lies in policy safeguards. Import duties between 30% and 60%, combined with strict non-tariff conditions (like the ban on animal-derived feed inputs), protect our rural livelihoods. And rightly so—over 100 million Indian households depend on dairy.
The concern, however, is the indirect ripple effect. If U.S. dairy players are locked out of India, they will pivot to other global markets, increasing competition. We also need to monitor input costs and broader economic fluctuations.
That said, India’s dairy ecosystem is resilient. Grounded in local demand, farmer ownership, and a robust cooperative tradition, we are not easily shaken by external shocks. But vigilance, as always, is key.
Closing Thoughts
Dr. Manvir Singh’s work at Paayas Milk Producer Organisation is a compelling example of what happens when purpose-driven leadership meets grassroots empowerment. His commitment to transparency, community-led development, and climate resilience make him not just a leader in the dairy sector, but a change maker shaping its future. As India’s dairy economy becomes more formalised, inclusive, and tech-enabled, the vision of leaders like Dr. Singh will ensure that growth is measured not just in litres of milk but in lives transformed.
