The editorial, “Reboot e-NAM” (July 15), is absolutely right when it says that e-NAM is not supposed to be a parallel marketing structure; it is essentially a means to leverage the physical marketing infrastructure of existing mandis to enable sellers and buyers to participate in countrywide trading on an electronic platform.
It would be in the fitness of things if the rural development department of the National Institute of Bank Management could be approached to survey/study bottlenecks across a sample of 585 mandis and provide vital inputs to strengthen and provide further momentum to the e-NAM model.
We have
