Project Profile

Global Development Alliance: Investing in Women to Strengthen Supply Chains

Joint Logo-1

USAID Bureau for Development, Democracy and Innovation Gender Equality & Women’s Empowerment Hub (DDI/GenDev) and PepsiCo’s Global Sustainable Agriculture Team

Prime Implementer


Partner Organizations

International Center for Research on Women (ICRW)

Time Period

June 2020 – June 2025


Global with geographic targets in Colombia, India, Pakistan, and Vietnam


Women play critical but often unseen and unpaid roles in agricultural production. Although represent 43% of the global agriculture workforce, women face unequal access to training, technology, finance, and land. This is a significant missed opportunity: closing this equity gap could make women-run farms more productive and successful—thereby increasing household earnings, sparking economic growth, and augmenting the global food supply. 

There’s a strong business case, too: For global agricultural buyers, investments in empowering women farmers can improve supply chain performance through increased yields, improved crop quality, increased resilience, and farmer loyalty.  

PepsiCo sources raw materials from farmers worldwide. Its global agricultural supply chains offer an excellent test case for the power and potential of investing in women.


In June 2020, PepsiCo and USAID launched the Investing in Women to Strengthen Supply Chains Global Development Alliance (GDA) to prove the business case for women’s economic empowerment. Together, they seek to show how elevating women in supply chains can lead to greater growth, profitability, and sustainability. 

Implemented by Resonance Global, the GDA will strengthen women’s agricultural skills and access to resources within PepsiCo’s supply chains, demonstrating the value of women’s contributions to core business and impact goals. Together, the partners will develop evidence-based models, new on-farm approaches, and data and insight to make a practical and compelling business case for scaling investments in women’s economic empowerment within PepsiCo and other global companies.  The partners are working across four programmatic pillars: 

  • Pillar 1: Capitalize on PepsiCo’s Demonstration Farms to Showcase Innovative Ways to Empower and Support Women in Agricultural Supply Chains

    The partners are designing, implementing, and showcasing new solutions and strategies for empowering women in agriculture. They will pilot and evaluate these interventions through PepsiCo demonstration farms—sites where PepsiCo agronomists train farmers on good agricultural practices and technology to improve production—in Colombia, India, Pakistan, and Vietnam. Through this work, the partners will seek to provide clear models of on-farm and supply chain interventions that consider women’s needs, priorities, skills, and unique knowledge. 
  • Pillar 2: Invest in Women’s Empowerment Solutions in Agriculture

    The partners will provide grants to bolster the work women-led farmer groups, women-led businesses, and other supply chain actors are pursuing to strengthen women’s economic opportunities, enhance competitiveness, reduce gender disparities, and improve women’s access to and control over land.
  • Pillar 3: Influence the Industry

    The partners will use evidence and lessons learned from the activity to make the case for scaling investments in women to PepsiCo peer companies sourcing from or working in rural communities.

  • Pillar 4: Scale Women’s Economic Empowerment within PepsiCo Business Units

    The partners will leverage the evidence-based business case for women’s economic empowerment to inform and reinforce PepsiCo’s commitment and investments. PepsiCo will apply lessons learned from the partnership to focus its investments on the highest impact approaches for empowering women.

Key Results

In the partnership’s first two years, our progress includes: 

  • Supply Chain and Gender Assessments: The team completed four supply chain and gender assessments, covering each of the partnership’s focus countries. Through these assessments, we mapped the roles women play in PepsiCo’s current procurement model and supplier networks in each country—as well as the nuanced and context-specific barriers and opportunities for women’s empowerment.  
  • Country-Level Action Plans. From these assessments, we developed country-level action plans with strategies and next steps based on the supplier models, identified constraints/opportunities, and USAID and PepsiCo’s impact and growth objectives for each geography. 
  • The Supply Chain Empowerment Framework (SCHEF). Resonance and ICRW created a new tool to help PepsiCo and other agricultural buyers assess changes in women’s economic empowerment and gender equity across global supply chains. The SCHEF toolkit helps companies understand the specific gendered context of their supply chain, design relevant interventions that empower women, and measure progress across a set of customizable indicators.  
  • This work is helping PepsiCo apply a gender lens across key business units and how they design and execute sustainable supply chain initiatives. Notably, the SCHEF toolkit has influenced the design of PepsiCo’s livelihoods metrics for their PepsiCo Positive (pep+) agenda. As we continue to refine the SCHEF in line with pep+, we expect it to serve as PepsiCo’s enduring tool on supply chain empowerment and gender equity globally.  

In the years ahead, the team will move forward with implementing our country-level action plans in Colombia, India, Pakistan, and Vietnam. Throughout, we will continue to engage diverse stakeholders—donors, industry platforms, multinational corporations, NGOs—to share key insights and tools on women’s economic empowerment in supply chains, to influence and inspire industry action at scale. 

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