The editorial argues that the strength of the Amul model should now be extended beyond dairy into other parts of Indian agriculture. Sectors such as fruits, vegetables and food processing remain fragmented, with farmers often facing weak bargaining power, volatile prices and limited market access. By contrast, Amul’s cooperative structure has helped stabilize incomes and build long-term resilience.

Amul’s scale demonstrates what organized producer networks can achieve. The cooperative now represents around 3.6 million dairy farmers and became the first Indian food brand to cross ₹1 lakh crore ($10.75 billion) in turnover during FY2025-26. Its growth has been driven by a wide product portfolio, a strong distribution network and continued expansion into export markets.

The article also highlights that Amul’s success was never based only on milk procurement. The cooperative invested heavily in processing, branding, logistics and farmer services, creating an integrated value chain that strengthened both rural livelihoods and consumer trust. That approach is increasingly relevant as India looks for ways to modernize agriculture, reduce post-harvest losses and increase the value of farm output.