Fertiliser management needs more than bigger stocks

Bangladesh currently has substantial fertiliser reserves, but the central policy challenge is no longer simply how much fertiliser the country holds. It is whether farmers can obtain the right fertiliser, in the right quantity, at the right place, time and official price. For agriculture, timely access to fertiliser directly affects crop productivity, production costs and farm income. Therefore, fertiliser management should move beyond national stock figures towards dependable farm-level availability.

According to official data reported by Bangladesh Sangbad Sangstha (BSS) on September 15, the country had 15.84 lakh tonnes of fertiliser surplus against a total prepared supply of 51.71 lakh tonnes and national demand of 35.87 lakh tonnes. As of September 9, stocks stood at 4.18 lakh tonnes of urea, 3.43 lakh tonnes of TSP, 3.02 lakh tonnes of DAP and 1.789 lakh tonnes of MOP. In addition, 1.282 lakh tonnes of TSP, 1.146 lakh tonnes of DAP and 1.894 lakh tonnes of MOP were in transit.

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The government has also strengthened forward supply planning. For October, district-wise demand for TSP, DAP and MOP has reportedly been fully allocated. Demand comprises 70,052 tonnes of TSP, 150,910 tonnes of DAP and 93,654 tonnes of MOP. The Cabinet Committee on Government Purchase also approved imports of 110,000 tonnes on September 9 -- 30,000 tonnes of MOP from Belarus, 40,000 tonnes of DAP from Morocco and 40,000 tonnes of urea from Saudi Arabia. Earlier, 365,000 tonnes of fertiliser imports had been approved.

These figures indicate that national availability is being supported through stocks, advance allocation and imports. Yet availability at national level does not automatically guarantee availability at farm level. Recent reports and official statements indicate that distribution irregularities have caused problems in some areas. The Agriculture Secretary has acknowledged that initial disruptions occurred because of distribution irregularities, while emphasising monitoring of imports, stockpiling, transportation and distribution.

Several structural issues therefore deserve continued attention. First, delays between allocation and retail delivery can create temporary local shortages even when national stocks are adequate. Second, weak monitoring may allow hoarding, diversion or unauthorised trading. Third, inadequate price supervision can expose farmers to prices above government-fixed rates. Fourth, poor information flow leaves farmers uncertain about where and when fertiliser will be available.

A more accountable fertiliser management system should combine national reserves with real-time distribution monitoring. A digital tracking mechanism could follow fertiliser from government warehouses through dealers and retailers to final sales. District and upazila authorities could publish regular stock and allocation information through agricultural offices and digital platforms. Dealer accountability should include clear lifting deadlines, transaction records and official receipts.

Market supervision also needs to be strengthened through unannounced inspections, verification of physical stocks and enforcement of official prices. Reported irregularities should receive prompt administrative action. Accessible grievance mechanisms would allow farmers to report shortages, overpricing or delayed supply. A dynamic redistribution system could also move fertiliser quickly from surplus areas to locations facing temporary deficits.

The government’s emerging approach, involving demand assessment, district-wise allocation, advance imports, monitoring of fertiliser in transit and field-level oversight, is a useful framework. The next step is to ensure that these measures work consistently at the last mile, especially during peak crop production periods ahead.

Ultimately, fertiliser security should be measured not only by tonnes stored nationally but also by farmers’ actual access. Adequate reserves are essential, but their agricultural value is realised only when fertiliser reaches farmers on time, in the required quantity and at the official price. Turning national stock into higher productivity therefore requires transparency, efficient logistics, strong market oversight and accountability throughout the supply chain.

The writer is the principal scientific officer at BARI