30/08/2026
SUDAN CHAMBERS OF COMMERCE UNION
NATIONAL CHAMBER OF EXPORTERS – SUDAN
Studies and Market Intelligence Unit
THE INTEGRATED STRATEGIC REPORT
GLOBAL PEANUT MARKET OUTLOOK 2026/2027
Production and International Trade Shifts, Sudan’s Position, Target-Market Map, and the Strategy to Regain China and Enter Indonesia
BASIS OF THE REPORT
An analytical synthesis of nine specialist papers presented at the Sesame and Peanut Industry Conference in China in August 2026, supplemented by an independent strategic assessment of Sudan and its competitors.
Prepared for the Chamber’s leadership, policymakers and exporters
August 2026
EXECUTIVE SUMMARY
The global peanut market enters the 2026/2027 season amid a clear change in the rules of competition. Production volume alone no longer secures a strong export position. The widening gap between producing countries and countries capable of converting output into high-value international trade is increasingly determined by quality, food safety, aflatoxin control, traceability, supply reliability, transport and storage efficiency, processing, market intelligence and price-risk management.
One conference paper estimates global production at approximately 52.4 million tonnes in 2025/26, compared with global export trade of only about 5 million tonnes. Movements of only a few hundred thousand tonnes can therefore materially alter market shares.
THE CENTRAL CONCLUSION FOR SUDAN
Sudan is not seeking a market for the first time. It was a major supplier to China: kernel exports reached 407,873 tonnes in 2021 and remained above 345,000 tonnes throughout 2022–2024 before collapsing to 16,611 tonnes in 2025. The required strategy is to regain the lost market and then move from raw exports towards a value-added peanut industry.
CONTENTS
1. Global Peanut Market 2026/2027
2. Competitive Landscape
3. China: Global Market and Processing Hub
4. India: Production, Processing and Value Addition
5. Brazil, Argentina and the United States
6. Nigeria and Senegal: African Competition
7. Indonesia and Southeast Asia
8. Prices, Freight and Risk Management
9. Quality, Aflatoxin and Traceability
10. Sudan: War and the Redirection of Trade Routes
11. Sudan Versus Competitors
12. Target-Market Map for Sudan
13. China Market Recovery Plan 2026–2030
14. Indonesia Market Entry Plan
15. Value-Addition Strategy
16. National Quality Programme and Supply-Chain Reform
17. Priority Matrix and Performance Indicators
18. Conclusion and Vision to 2030
METHODOLOGICAL NOTE
The nine papers use different sources and measurement periods. Some report in-shell peanuts, others kernels, and some use calendar years while others use marketing years. The report preserves visible differences instead of imposing artificial harmonisation; figures are used for comparison within the context of each source.
1. GLOBAL PEANUT MARKET 2026/2027
The conference papers portray a market that is large in production but considerably smaller in internationally traded volume. Competition is concentrated in exportable supply, particularly food-grade peanuts that meet buyer specifications and higher-value processed products.
• Indicative global production of about 52.4 million tonnes in 2025/26.
• Global export trade of roughly 5 million tonnes; only a limited share of output crosses borders.
• China and India dominate production, while export capability varies sharply among Argentina, Brazil, the United States, Sudan, India and China.
• Commercial value is shifting from raw peanuts towards edible kernels, oils, peanut butter, and roasted, blanched and packaged products.
1.1 FROM PRODUCTION VOLUME TO EXPORT EFFICIENCY
The Indian paper highlights striking differences in export-to-production ratios. Argentina and Brazil convert a large share of output into international trade, while India and China record lower ratios because of their vast domestic consumption. Sudan ranks in the middle in the comparison used by that paper.
Indicative export-to-production ratios in 2025:
Argentina: 72.1%
Brazil: 42.6%
United States: 23.8%
Sudan: 21.8%
India: 8.3%
China: 2.7%
These figures are intended for indicative comparison and do not constitute a harmonised statistical series for all countries.
2. COMPETITIVE LANDSCAPE
China
Principal strength: The world’s largest producer and a vast processing market.
Challenge/feature: China is an importer and exporter simultaneously.
Implication for Sudan: Regain market share in China while monitoring Chinese competition in Asian markets.
India
Principal strength: Large production, two crop seasons and advanced processing.
Challenge/feature: Quality and aflatoxin pressure in some markets.
Implication for Sudan: Diversification and value addition matter more than exporting raw peanuts alone.
Argentina
Principal strength: High export efficiency.
Challenge/feature: Heavy reliance on external markets.
Implication for Sudan: Convert production into stable contracts and established markets.
United States
Principal strength: Quality, marketing and traceability.
Challenge/feature: Higher production and marketing costs.
Implication for Sudan: Quality and strong commercial relationships can offset part of the price gap.
Brazil
Principal strength: Rapid growth, high productivity and expanding processing capacity.
Challenge/feature: A rising competitor in China and the peanut-oil market.
Implication for Sudan: Rapid market-share development is possible when production, organisation and marketing are aligned.
Nigeria
Principal strength: A vast production base.
Challenge/feature: A large gap between production and formally recorded exports.
Implication for Sudan: Production alone does not create a successful export sector.
Senegal
Principal strength: African experience in China and domestic processing.
Challenge/feature: Production volatility.
Implication for Sudan: Senegal is a direct African competitor.
Sudan
Principal strength: A strong production base and an established commercial history in China.
Challenge/feature: War, logistics, quality constraints and limited processing.
Strategic implication: Sudan is seeking to recover a proven position, not enter the market from scratch.
3. CHINA: GLOBAL MARKET AND PROCESSING HUB
China is the centre of gravity of this report: the world’s largest producer, a leading consumer and importer, and the owner of an integrated processing and export system.
One paper estimates Chinese production in 2025/26 at approximately 18.4 million tonnes, with crushing remaining a major demand driver.
• China is not a single market. It has distinct segments for crushing-grade peanuts and premium food-grade peanuts.
• Its industrial chain covers shelling, colour sorting, roasting, splitting, peanut butter and snacks.
• Imports are important for crushing feedstock but fluctuate according to domestic prices and overseas availability.
• China is also a strong exporter, particularly to Southeast Asia, and therefore competes with Sudan in Indonesia, Vietnam and Malaysia.
3.1 SUDAN IN THE CHINESE MARKET
Sudanese peanut-kernel exports to China, based on Chinese customs data presented at the conference, rose strongly from 2019 and reached 407,873 tonnes in 2021.
Exports remained at approximately:
2022: 372,000 tonnes
2023: 358,000 tonnes
2024: 351,896 tonnes
2025: 16,611 tonnes
STRATEGIC READING
The fall from 351,896 tonnes in 2024 to 16,611 tonnes in 2025 represents a shock of approximately 95% and cannot be treated as normal market behaviour. It is central evidence of the war’s impact and the disruption of the formal supply chain.
3.2 WHY CHINA IS THE FIRST PRIORITY
• Sudan previously sold more than 400,000 tonnes to China in a single year.
• Chinese buyers, the trading history and Sudanese origin are already known in the market.
• China’s processing industry needs crushing feedstock as well as food-grade peanuts.
• African tariff preferences provide Sudan with a competitive platform if quality and logistics are properly addressed.
4. INDIA: PRODUCTION, PROCESSING AND VALUE ADDITION
India offers a highly relevant model for Sudan because it combines large-scale production, processing, multiple crop seasons and diversified markets.
In 2025/26, Indian output reached approximately 13.074 million tonnes from 5.867 million hectares, with productivity of 2,228 kilograms per hectare.
India has also developed high-oleic varieties with oleic content of 78–80% for food industries requiring longer shelf life.
Estimated allocation of Indian peanut production:
Food and confectionery: 40%
Oil extraction: 35%
Seed: 12%
Exports: 10%
Other uses: 3%
THE INDIAN LESSON
Sector performance is not measured only by tonnes of raw peanuts exported. Peanut butter, shelled and roasted peanuts, oil and snacks have become central pillars of India’s export strategy.
5. BRAZIL, ARGENTINA AND THE UNITED STATES
5.1 BRAZIL: THE FASTEST-RISING COMPETITOR
Brazil has expanded its peanut-kernel exports strongly over the last decade while developing a parallel peanut-oil trade.
Brazil’s rise in China, Russia, Algeria and the Netherlands demonstrates that a country does not need to be the world’s largest producer to build a substantial global market share. It needs productivity, effective organisation, disciplined marketing and processing capacity.
5.2 ARGENTINA: THE EXPORT-EFFICIENCY BENCHMARK
The Indian paper reports Argentine exports of approximately 1.1 million tonnes against production of 1.525 million tonnes, representing an exceptionally high export ratio.
Argentina is an important model for directing production towards high-value food markets, particularly the European market.
5.3 UNITED STATES: QUALITY AND COMMERCIAL RELATIONSHIPS
The United States peanut sector focuses on maximum residue limits, or MRLs, aflatoxin control, Codex standards, tariffs, trade policy and long-term market relationships.
In 2025, 94% of US peanut exports went to five destinations:
Mexico: 40%
Canada: 33%
European Union: 11%
China: 7%
Japan: 3%
US production is projected to decline by approximately 25% in 2026 to around 2.45 million tonnes, following a 27–28% reduction in planted area.
However, carry-over stocks of approximately 1.4 million tonnes are expected to sustain supplies of high-quality peanuts into 2027.
MESSAGE FOR SUDAN
US competitors acknowledge Africa’s tariff advantage in China, but rely on quality, food safety and stable commercial relationships.
Sudan’s tariff advantage will remain insufficient unless it is accompanied by comparable discipline in quality, testing, traceability and delivery.
6. NIGERIA AND SENEGAL: AFRICAN COMPETITION
6.1 NIGERIA: PRODUCTION ALONE IS NOT ENOUGH
The Nigerian paper estimates production at approximately 4.3 million tonnes in 2025/26, according to USDA, while citing only 372 tonnes of formally recorded shelled-peanut exports in 2024.
This gap does not mean the crop is absent. It reveals weak conversion of agricultural production into organised international trade.
The main requirements include:
• Improved seed and agricultural mechanisation.
• Proper drying, sorting, grading and safe storage.
• Organised aggregation, laboratories and testing.
• Registration, certification, efficient logistics and trade finance.
Since September 2024, China has permitted imports of Nigerian shelled peanuts for processing, subject to the registration of exporters and warehouses and compliance with phytosanitary, food-safety and aflatoxin requirements.
6.2 SENEGAL: A DIRECT AFRICAN COMPETITOR
Senegal has long-standing experience in the Chinese market and combines raw exports with domestic processing into peanut oil, peanut cake, shelled peanuts, peanut butter and animal feed.
Senegal therefore competes directly with Sudan not only in terms of volume, but also in building an integrated peanut value chain.
7. INDONESIA AND SOUTHEAST ASIA
Indonesia is repeatedly identified in the conference papers as a leading growth opportunity.
Domestic production is declining from approximately 880,000 tonnes in 2023/24 to 830,000 tonnes in 2024/25 and a projected 810,000 tonnes in 2025/26.
Meanwhile, demand continues to grow because of population growth and the requirements of the food-processing and snack industries.
• India remains a major supplier but faced temporary aflatoxin-related restrictions in 2025.
• China rapidly expanded its peanut exports to Indonesia, making reliability and quality—not price alone—decisive competitive factors.
• Sudan has an opportunity if it enters the market through a clear food-grade programme, independent testing and consistent traceability.
PROPOSED ASIAN MARKET SEQUENCE
China should be the first priority to recover Sudan’s historical export volumes.
Indonesia should be the second priority for new market pe*******on.
Vietnam, Malaysia, Thailand and the Philippines should follow as gradual expansion and diversification markets.
8. PRICES, FREIGHT AND RISK MANAGEMENT
The futures and Chinese export papers show that competitiveness is determined across the full supply chain, from the cost of the crop in the domestic market to the buyer’s landed cost.
The key variables include:
• Domestic crop prices.
• Exchange rates.
• Financing costs.
• Ocean freight.
• Insurance costs.
• Delay and delivery risks.
• Competitor pricing.
• Futures-market and commodity-market indicators.
Peanuts are a high-oil industrial raw material. Oil content in the samples presented ranged from 44.27% to 53.86%, while protein content ranged from 23.94% to 36.35%.
These characteristics strengthen the commercial case for treating peanuts as an industrial input rather than merely a raw commodity.
REQUIRED PRICING MODEL
Exporters should move beyond the question: “What is the price per quintal?”
They should adopt a netback pricing model that starts from the CIF price in the target market and deducts freight, finance, insurance and risk to derive the FOB Port Sudan price and the viable domestic purchase price.
9. QUALITY, AFLATOXIN AND TRACEABILITY
Aflatoxin is now a commercial issue, not merely a technical one.
US, Nigerian, Indian and Indonesian experience shows that rejected consignments or restrictions on individual suppliers can rapidly redistribute market share to competitors.
• Quality control begins on the farm and during drying, not at the port.
• Moisture, storage conditions and ventilation must be controlled, and cross-contamination must be prevented.
• Every lot should be tested before storage and tested again before shipment.
• Traceability should cover the exporter, farm or aggregation area, warehouse and processing plant.
• Exporters, warehouses and factories should be linked to an accreditation and performance-rating system.
10. SUDAN: WAR AND THE REDIRECTION OF TRADE ROUTES
10.1 A PRODUCTION POWER THAT LOST PART OF ITS ROUTE TO MARKET
Chinese customs data confirm that Sudan was a major supplier, not a marginal market participant.
The collapse in exports during 2025 must therefore be interpreted through the war and supply-chain disruption rather than Chinese demand alone.
10.2 OUTBREAK OF WAR AND MOVEMENT OF THE BATTLEFRONTS
Since war broke out in April 2023, Sudan’s peanut supply chain has suffered successive shocks.
As the centre of military operations shifted towards Darfur and Kordofan, important areas of the western production belt became practically disconnected from the traditional eastbound route carrying the crop to Port Sudan.
10.3 OBSTRUCTION OF CROP MOVEMENTS TO PORT SUDAN
In areas under the control of the Rapid Support Forces militia, eastbound peanut movements towards the official port have faced obstruction, restrictions, security risks and multiple levies.
These conditions have increased transportation costs, disrupted supply regularity and made it difficult for exporters to fulfil contracts according to traditional schedules.
10.4 SHIFT TOWARDS WESTERN ROUTES
As formal routes broke down, part of the crop trade moved west across international borders, including through Chad.
This trade became connected to regional corridors reaching the Port of Douala in Cameroon.
This phenomenon must be treated as a commercial and security issue requiring independent measurement. The conference papers do not provide a verified figure for the volume of Sudanese peanuts exported through this particular route.
KEY CONCLUSION
The fall in Sudan’s officially recorded exports does not necessarily mean that production declined by the same proportion.
Part of the gap reflects the war, the disruption of formal trade routes and the diversion of part of the crop into unrecorded cross-border channels.
11. SUDAN VERSUS COMPETITORS
Production base
Sudan: Strong
India: Very large
Brazil: Growing
Argentina: Specialised
United States: Highly productive
Track record in China
Sudan: Very strong
India: Strong
Brazil: Rising
Argentina: Present
United States: Present
Managed quality
Sudan: Needs development
India: Advanced
Brazil: Advanced
Argentina: Advanced
United States: Very high
Processing
Sudan: Limited relative to potential
India: Strong
Brazil: Strong
Argentina: Strong
United States: Advanced
Logistics
Sudan: The largest current weakness
India: Asian geographical advantage
Brazil: Good
Argentina: Good
United States: Advanced
Value addition
Sudan: Relatively weak
India: Oil, peanut butter and snacks
Brazil: Kernels and oil
Argentina: High-value food products
United States: Multiple processed products
Strategic advantage
Sudan: Recovery of a former market
India: Scale and diversity
Brazil: Rapid growth
Argentina: Export efficiency
United States: Quality and commercial relationships
Sudan’s greatest advantage is that trading relationships, buyers and the record of Sudanese origin already exist in China.
What broke down sharply was supply regularity and the capacity to serve the market according to the required specifications and delivery timetable.
12. TARGET-MARKET MAP FOR SUDAN
Priority 1: China
Target products: Crushing-grade peanuts, food-grade kernels and peanut oil.
Rationale: A proven historical market capable of absorbing large volumes.
Entry model: Reconnect with established buyers and negotiate regular supply contracts.
Priority 2: Indonesia
Target products: Food-grade kernels and raw materials for the snack industry.
Rationale: Declining domestic production and increasing dependence on imported supplies.
Entry model: Begin with controlled trial shipments and scale up after establishing a record of quality and reliable delivery.
Priority 3: Vietnam, Malaysia, Thailand and the Philippines
Target products: Food-grade kernels and ingredients for food manufacturing.
Rationale: Growth in Southeast Asian consumer and processing markets.
Entry model: Local agents, distributors and business-to-business contracts.
Priority 4: Gulf and Middle Eastern Markets
Target products: Roasted peanuts, peanut butter, snacks and food-grade kernels.
Rationale: Relative geographical proximity and strong potential for value-added products.
Entry model: Branded products, partnerships and packing plants.
Priority 5: Europe
Target products: Premium food-grade and blanched peanuts.
Rationale: Higher returns but stringent quality and compliance requirements.
Entry model: Gradual market accreditation after completing Sudan’s quality-development programme.
MARKET-SELECTION RULE
China is the priority for scale and historical market recovery.
Indonesia is the priority for new growth.
Southeast Asia provides diversification.
The Gulf offers nearby opportunities for value-added products.
Europe provides premium-market opportunities after the quality system is completed.
13. CHINA MARKET RECOVERY PLAN 2026–2030
PHASE I: 0–6 MONTHS — RECONNECT
• Compile a database of all Chinese buyers that imported peanuts from Sudan during 2019–2024.
• Classify buyers according to volumes and end uses: crushing, food or further processing.
• Conduct direct outreach and B2B meetings to identify why purchases stopped and the conditions required for resumption.
• Send current commercial samples, product specifications and accredited laboratory test reports.
• Organise a specialist peanut trade mission rather than a general multi-commodity delegation.
PHASE II: 6–18 MONTHS — RECOVER VOLUME
• Establish an export-crop aggregation programme with clear and recognised grades.
• Use accredited warehouses and lot-number identification.
• Test for aflatoxin before warehousing and again before shipment.
• Establish regular shipping services from Port Sudan and link contracts to realistic shipment schedules.
• Set staged export targets of 100,000 tonnes, followed by 200,000 tonnes and then 300,000 tonnes.
• Gradually return to a range of 350,000–400,000 tonnes if production and formal supply routes permit.
PHASE III: 18–36 MONTHS — INDUSTRIAL TRANSFORMATION
• Expand Sudanese exports of peanut oil.
• Promote blanched and roasted peanuts.
• Develop Sudanese-Chinese investment partnerships in shelling, cleaning, sorting and crushing.
• Link trade finance to long-term off-take contracts.
PLAN SUCCESS INDICATOR
A return to a range of 350,000–400,000 tonnes for the Chinese market is not an automatic forecast.
It is a strategic target based on export volumes that Sudan demonstrably achieved before the recent collapse.
14. INDONESIA MARKET ENTRY PLAN
The report proposes establishing a Sudan-Indonesia Peanut Market Access Initiative.
The initiative should be implemented in partnership with:
• The Sudan Trade Point at the Ministry of Trade and Industry.
• The Sudanese Standards and Metrology Organisation.
• The Plant Protection Directorate at the Ministry of Agriculture.
The initiative must begin with standards, testing and regulatory compliance before starting marketing activities.
The proposed actions are:
• Determine the latest Indonesian sanitary, phytosanitary, quarantine and technical requirements.
• Accredit a limited group of exporters, warehouses and processing plants as the initial nucleus of the programme.
• Send pre-season commercial samples to targeted Indonesian buyers.
• Target food factories, roasting companies, wholesalers and snack manufacturers—not only general importers.
• Begin with small, tightly controlled trial shipments.
• Establish a documented record of quality, compliance and on-time delivery.
• Negotiate annual supply contracts after the first shipment cycle succeeds.
ENTRY RULE
In Indonesia, quality is not merely a marketing advantage; it is a condition of survival in the market.
Restrictions imposed on some Indian supplies demonstrate how loss of confidence because of aflatoxin can rapidly redistribute market share.
15. VALUE-ADDITION STRATEGY
Sudan must move from a Peanut Export Strategy to a Peanut Industry Strategy.
The report proposes five connected product chains:
1. Crushing-grade peanuts
Best-fit markets: China and other industrial markets.
Expected impact: Rapid recovery of export volumes.
2. Food-grade kernels
Best-fit markets: Asia, the Gulf and Europe.
Expected impact: Higher prices and effective quality differentiation.
3. Peanut oil
Best-fit markets: China, Asia and regional markets.
Expected impact: Retaining more value inside Sudan.
4. Peanut butter
Best-fit markets: The Gulf, Southeast Asia and Europe.
Expected impact: Food processing, branded products and export diversification.
5. Blanched peanuts, roasted peanuts and snacks
Best-fit markets: Retail markets and food manufacturers.
Expected impact: Higher value per tonne and increased employment opportunities.
CORE PRINCIPLE
The central question should not be:
“How many tonnes of peanuts do we export?”
It should be:
“How many dollars can we capture from each tonne before it leaves Sudan?”
16. NATIONAL QUALITY PROGRAMME AND SUPPLY-CHAIN REFORM
16.1 SUDAN EXPORT PEANUT QUALITY PROTOCOL — SEPQ
The proposed protocol should include:
• Selection of varieties and seeds suited to target-market requirements.
• Standardised guidance for harvesting and drying.
• Clear moisture limits and periodic testing.
• Effective control of aflatoxin and pesticide residues.
• Colour sorting and size grading.
• Accreditation of warehouses, shelling plants and cleaning facilities.
• A certificate of analysis for every lot.
• A digital traceability system covering production, aggregation, storage, processing and export.
• A register of rejected shipments, the reasons for rejection and the required corrective-action plans.
16.2 REFORMING THE ROUTE FROM PRODUCTION ZONES TO PORT SUDAN
• Secure commercial corridors from Kordofan and Darfur as security conditions improve.
• Reduce checkpoints, levies and overlapping government charges.
• Establish aggregation, cleaning and grading centres near production areas to avoid transporting impurities and excess moisture over long distances.
• Develop strategic warehouses and cleaning stations along the route to Port Sudan.
• Monitor cross-border trade so the value and identity of Sudanese-origin products are not lost from official export statistics.
16.3 MARKET INTELLIGENCE AND PRICING UNIT
The study proposes establishing a Market Intelligence Unit within the National Chamber of Exporters.
The unit should issue a weekly market bulletin covering:
• Peanut prices in China, India, Brazil and Argentina.
• Peanut-oil prices.
• International shipping and freight costs.
• Exchange rates.
• Domestic crop prices.
• FOB Port Sudan prices.
• CIF price benchmarks in the principal target markets.
17. PRIORITY MATRIX AND PERFORMANCE INDICATORS
Priority 1
Action: Reconnect with Chinese buyers.
Time frame: Immediate.
Expected impact: Recover export volumes.
Priority 2
Action: Establish an aflatoxin-control and traceability programme.
Time frame: Immediate.
Expected impact: Protect market access.
Priority 3
Action: Open the Indonesian market.
Time frame: 6–12 months.
Expected impact: Diversify export markets.
Priority 4
Action: Secure the Kordofan/Darfur–Port Sudan supply chain.
Time frame: Dependent on the security situation.
Expected impact: Restore formal supplies and exports.
Priority 5
Action: Establish aggregation, cleaning and grading centres.
Time frame: 6–24 months.
Expected impact: Improve quality and reduce post-harvest losses.
Priority 6
Action: Expand peanut-oil production and exports.
Time frame: 12–36 months.
Expected impact: Increase domestic value addition.
Priority 7
Action: Produce and export blanched and roasted peanuts.
Time frame: 12–24 months.
Expected impact: Enter higher-priced food markets.
Priority 8
Action: Expand peanut-butter production.
Time frame: 18–36 months.
Expected impact: Develop food processing and diversify exports.
Priority 9
Action: Establish the Market Intelligence Unit.
Time frame: Immediate.
Expected impact: Improve pricing and commercial decision-making.
Priority 10
Action: Implement digital traceability.
Time frame: 12–24 months.
Expected impact: Enter advanced and premium markets.
PROPOSED PERFORMANCE INDICATORS TO 2030
• Restore exports to China to a strong and sustainable historical range.
• Enter Indonesia through regular contracts rather than sporadic consignments.
• Increase the share of Sudanese peanuts meeting food-grade specifications.
• Reduce shipment rejections caused by aflatoxin or pesticide residues.
• Increase the share of production moving through formal export channels.
• Expand exports of peanut oil, blanched peanuts, roasted peanuts and peanut butter.
• Raise average export earnings per tonne of Sudanese crop.
18. CONCLUSION AND VISION TO 2030
The world does not lack raw peanuts.
China, India, Nigeria, Brazil, Argentina and the United States each possess different competitive advantages.
Sudan cannot rely only on the claim that it produces a good crop. It must convert that crop into a reliable, traceable product that is shipped consistently and tailored to the requirements of each market.
Sudan’s advantage combines three important elements:
• A large production base.
• A proven commercial history in China.
• A geographical location capable of serving Asia, the Middle East and Europe.
The war severed the connection among these elements. Nevertheless, the trade data confirm that the market already existed and that recovery remains possible if Sudan restores its formal supply chain and upgrades quality, logistics and processing.
VISION 2030
Sudan becomes an African hub for the production, processing and export of peanuts and peanut products.
It recovers its historical position in China, establishes a stable commercial presence in Indonesia and Southeast Asia, and retains more value inside Sudan before the crop reaches the port.
PRODUCE IN SUDAN
PROCESS IN SUDAN
SELL TO THE WORLD AT HIGHER VALUE
PRINCIPAL SOURCES
• China Peanut Supply, Demand & Trade 2026 — China Chamber of Commerce of Foodstuffs and Native Produce.
• Indian Peanut Production Forecast and Market Review — IOPEPC, Ministry of Commerce and Industry, India.
• U.S. Peanut Market and Crop Outlook — American Peanut Council.
• Nigeria Peanut Planting and Trade Outlook — DALCCIMA.
• Brazilian Peanut Supply Outlook — Peanut Chamber/Brazil.
• Senegal Peanut Industry and Trade Presentation.
• Chinese Peanut Export Outlook — Qingdao Foodlink.
• Peanut Futures in China — COFCO Futures Research Institute.
• China-Indonesia Peanut Trade/Market Analysis.
NOTE
Terminology and figures have been retained from the original conference papers, with differences in periods, units and sources identified where necessary.
