ISAFRUIT Pillar 1 Consumer driven and Responsive supply Chains

The Journal of Horticultural Science and Biotechnology, 2009

This paper describes an integrated project approach that forms the basis of the studies on consumer-driven innovative and responsive supply chains in ISAFRUIT Pillar 1. This integrated approach leads to a wide range of indepth results on trends, preferences, and innovativeness of the European consumer in the context of fruit, and on product innovation, chain innovativeness, and transition strategies for the European fruit industry. Differences in, for instance, preferences for different fresh, prepared, and processed fruit products across consumers and across consumption situations, and differences in consumer innovativeness in the context of novel fruit products, lead towards a cross-cultural European segmentation and a variety of consumer-driven fruit chain strategies to valorise the added value of fruit products. Inputs from social, natural, and technical sciences are combined to optimise true consumer-driven innovativeness.

1999

food industries broadly defined to include not only Effective supply chain management with an retailers and food manufacturers but also processors, agricultural industry involves various coordinat- shippers, packers, and growers. Additionally, aspects ing aspects and vertical linkages, with the goal of supply chain management related to regional that the regional industry is responsive, efficient, commodity produce industries are examined. Some and in a mode of continuous improvement, there- specific examples are discussed to illustrate ways in fore enhancing its effective competitiveness com- which supply chain management might be improved pared to competing regional industries. Effective in certain commodity industries, such as the fruit or supply chain management for agricultural indus- vegetable industries.

Acta Horticulturae, 2006

Maneuvering as an individual actor seems to be common practice in the competitive Thai fruit sector. This paper reflects on a participatory methodology used in a multi-stakeholder process initiated to create linkages and to explore a possible strategic fit between different actors in the supply chain of Thai fruit. Fundamental to the approach was the idea that understanding diversity of interests, building new relationships, enhancing collaboration and combining individual strategies may strengthen the integral performance of a supply chain. From our practitioners' perspective, robust and responsive networks of chain actors might be better equipped to create value and to deal with market demands. Underlying this practitioners' perspective lies the question whether individual behavior enables small and medium enterprises to cope with the requirements of competition and regulation or whether a focus on relations with other businesses and public agencies may enhance their performance. An insight generated during this process was that a viable supply chain or sector strategy requires a feasible balance between marketdriven strategies, i.e. standards of food safety and quality, and production-driven strategies, i.e. management of seasonal oversupply in specific production regions and technology development. Consequently, resilient collaboration between partners needs capacity to construct a strategic fit, while acknowledging individual behaviors.

2014

This paper aims to consider the concept of consumer-centric supply chains and how it can be achieved. It first provides a definition of "consumer-centric" in the Service-Dominant (S-D) logic space, then looks at the end-to-end process of realising value. It then considers the state of theory development in supply chains and S-D logic before concluding both that there are no formal underpinning theories for either and that there is a gap between the two parts of the end-to-end process. Finally it proposes some possibilities for bridging the gap before raising the questions that should now be answered if we are to achieve consumer-centric supply chains. A new supply chain construct, the “last yard”, is proposed, which in S-D logic is the "first yard". We present some initial thinking from our research and experience, after which we seek raise questions which aim to challenge others to offer their own ideas. Our practical focus is health supply chains but we believe...

The International Journal of Logistics Management, 2002

Open Agriculture

Nan province, the biggest cultivation area of fresh mulberry fruit in Thailand is located in four districts: Chaloem Phra Kiat, Bor Klua, Tha Wang Pha, and Wiang Sa. The production yield of mulberry is about 848.6 kg/acre/year; however, it is mostly sold as frozen product. The Queen Sirikit Department of Sericulture intends to develop a new marketing channel for fresh mulberry fruit. The present study was to explore the current situation of mulberry fruit supply chain management in Nan province and to propose a new supply chain model for fresh mulberry. To gather information about supply chain management, the supply chain operation reference (SCOR) model was utilized to investigate four members of the mulberry supply chains, including growers, primary middlemen, secondary middlemen, and customers. The SCOR model possibly identifies critical points in the current supply chain and five obstacles in the distribution of fresh mulberries that are improperly handled, affecting market chan...

Journal of food distribution research, 2002

Agricultural industries are increasingly challenged to develop strategies that enable them, as a group of firms and industry organizations, to respond to an increasingly global marketplace. One approach used by several industries is the application of strategic planning and management tools, commonly used in a single business setting, to coordinate analysis and action at an industry level. This is accomplished through a relation-based strategic group of firms from multiple levels in the vertical supply chain. Here it is suggested that this type of strategic effort, called industry strategic planning, provides unique benefits for industries engaged in such an effort, including limiting incentives for increased concentration and vertical integration. As such, industry strategic planning can be a useful method for revitalizing and sustaining agricultural industries. 2 This is essentially the concept of grassroots collective action that was discussed by Harry Ayer (1997).

2018

 Direct sale vs. one (or two) intermediaries  Older vs. newer initiatives  Traditional vs. innovative initiatives  Ordinary (fresh produce) vs. speciality (processed) products  Agricultural products vs. freshwater / saltwater fish products This mix of different cases seemed especially well positioned when identifying different challenges for SFSCs. The cases covered different types of initiatives including more traditional town-and farmers' markets, speciality shops (fish and cheese) and more innovative initiatives (consumer cooperatives , solidarity groups and box schemes). The report also contains experiences from the national network of Farmers' markets in Italy, Campagna Amica, run by Coldiretti, which is a stakeholder partner in Strength2Food. Strength2Food D7.1-Qualitative Assessment of SFSC 8 | P a g e Methodological and Theoretical framework A comprehensive theoretical and methodological framework was developed on the basis of Theory of Conventions (CT) and Social Practice Theory (SPT), which informed data collection via customer surveys as well as in-depth interviews with the main actors in SFSCs (producers /farmers/ fishers, market managers/retailers and consumers). Typology of cases Based on the analysis of data collected from the customer surveys and in-depth interviews, a typology of cases was developed. This emphasises three types of justification worlds: The 'Domestic' world represented by traditional SFSC markets and outlets that exist across Europe, in spite of the rapidly evolving supermarket expansion, with a wide range of food products. These markets cater for consumers who may have the habit of visiting local markets to get ordinary, local (traditional) products at affordable prices. The 'Civic and Green' mode representing those SFSC initiatives which emphasise fair relations in the food system, meaning that the producers shall have a fair return on their sales, but in many cases also that the consumers are entitled to access good quality food at affordable prices. These initiatives often have a broad "alternative" agenda involving new forms of organising production and consumption ('prosumption') and aim for better justice in the food system (food sovereignty) as well as improved environmental and social sustainability. The 'Market' world containing SFSCs which aim at creating added value from unique small scale, locally produced / processed (often hand crafted) food. The strategy consists of creating unique spaces to sell the produce, often in a touristic setting, such as speciality shops or farmers' markets, which often attract consumers in the high-end market and/or highly educated. Common challenges across types of SFSCs These three typologies were then used to discuss challenges for SFSC especially related to food distribution, food provision, trust and transparency, fair price, community building and transferability of experiences. Food distribution and provision Domestic  Strengths-Consumers visiting the SFSC as part of routinized practices. They have great knowledge of the products through familiarity with the place.  Challenges-Strong competition with conventional retail chains on price and availability. Producers often lack knowledge and interest in marketing and use of ICT, social media, etc. Civic and Green  Strengths-Improved access to local and organic food products to affordable prices. Extended information and communication about the food distributed and the places (farms/fishers) it comes from.

Cambridge Archaeological Journal, 2006

Información del artículo Ethnoastronomy in Cultural Context Songs from the Sky, Indigenous Astronomical and Cosmological Traditions of the World edited by Von Del Chamberlain, John B. Carlson & M. Jane Young. ...