56 JUNE 2016 • WORLD AQUACULTURE • WWW.WAS.ORG of small-scale producers contrasts sharply with the enthusiasm and reinvestment in fish farming by medium- and large-scale producers. In addition, other problems include 1) a low level of technical knowledge of farming techniques by weak producers, 2) a lack of fish farmer training activities, 3) the lack of associations and cooperatives among small producers, 4) the low management capacity of associations to overcome an irregular supply of fingerlings, and 5) a lack of equipment suppliers for cage culture that can support producers. Although there are many obstacles, it is possible to organize the sector and engage institutions to support supply chain actors and overcome constraints. Most understand that it is very important to plan and implement actions for fish production to allow production growth and profitability of the activity. To do this, it is very important to assess the capacity of the entrepreneur (farmer) for fish farming. Not all fishermen have the profile and/or knowledge to become fish farmers. The perception among fishermen is that, for some, aquaculture may be the solution to their income problems, but they have no experience in the activity, which makes this a very fragile and unrealistic perception. Enabling and monitoring these producers and fishermen becomes a prime necessity. Even with proper training and will, fish farmers know that it is necessary to experience the problems and difficulties of fish farming to find appropriate solutions. Strengths and Weaknesses, Opportunities and Threats (SWOT) At the workshops, strengths and weaknesses, risks and opportunities of the activity were raised with the participants. Within each of these, existing themes (present) and those that will inexorably arise (future) in the opinion of participants were established. Subjects were classified according to relevance, urgency and tendency, as can be seen in Table 1, which includes only the five most important issues in each category. The issues raised in the strengths and weaknesses, which are internal to producers, show evidence that their organization into associations is a critical point to allow expression of their potential, but also a weak point that can lead to bad results. The sale organization issue, not through middlemen, can be a lever to achieve their goals. The viability of the activity on a small scale and in relation to training and technical assistance is considered necessary, including assistance in preparation of the application for environmental licensing of projects. Certainly the lake has great potential for fish farming, with favorable climate and water quality. With consistent harvests, favorable sales and higher regional demand for fish, it should be possible to solve supply problems of fingerlings and feed, infrastructure and legalization of associations. Public institutions involved directly or indirectly in the activity have great importance to achieving fast and efficient development of fish farming in the region. The activity cannot be stimulated until the legal framework and design of the production capacity (both linked to environmental issues) are entirely clear to stakeholders. Inasmuch as it is common in undeveloped countries, the lack of public power in the organization and management of nonconventional activities, as is still the case with fish farming in Brazil, causes immeasurable losses. For instance, there are limited opportunities for small farmers and fishermen to increase their income, reinforced by the lack of alternatives in a semi-arid region. In this region, it is water that brings opportunity and wealth. Conclusions From the producer’s point of view, the fish supply chain is problematic with respect to the provision of key inputs. The most common situation is the high degree of dependence of producers on the few companies that provide feed and fingerlings. Because of geographical, hydrological and soil conditions, ponds are not an option for fish production. The structure of fisheries supply chain is regionalized and varies according to municipality. In this context, the presence of the wholesaler is paramount. It is generally understood that the power of the supply chain is with the wholesaler, exerting very strong pressure on fishermen and fish farmers. However, this factor also enables an aggregation value to production to meet regional and interstate markets. The greater demands of the productive sector structure goes through its internal and external organization and management. Thus, the main needs are training to encourage and strengthen the planning of projects; trained and increased staff engaged in aquaculture, preferably with production practice knowledge; participation and articulation of regional forums dealing with aquaculture, water resources and small rural producers and fishermen; internal organization of producers and, finally, the strengthening of existing producers to continue as pioneers in the activity, encouraging other farmers and fishermen to take up fish farming. Authors Marco Aurélio Rotta, Projeto Pacu Aquicultura Ltda., Mato Grosso do Sul, Brazil Lúcia Rejane Madruga, Univerisdade Federal de Santa Maria, Rio Grande do Sul, Brazil Daniela F. Bacconi Campeche, Embrapa Semiárido, Pernambuco, Brazil Rebert Coelho Correa, Embrapa Semiárido, Pernambuco, Brazil References Ahmed, N., J.A. Young, M.M. Dey and J.F. Muir. 2012. From production to consumption: a case study of tilapia marketing systems in Bangladesh. 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