- The same is true for the participants in the fresh food supply chain.
Each participating organisation has its own particular set of expertise and competencies and therefore the ability and potential to add value. Not every organisation can necessarily be part of every chain, due to competitive circumstances and conflicts of interest.
Competent organisations will create their own future with in the chain that is right for them.
No one supply chain partner can in the long term expect to control the entire chain, as chain complexity will grow beyond one link’s ability to dominate the others.
(Maurer, 1999). - The fact that supply chain management is seen as the only sustainable form of generic value chain management in the corporate retail environment is already well documented (Grimsdell, How, Hughes, Larson, et al).
- Similarly, the need to provide leadership and advance the fresh food industry through innovation and the application of leading edge knowledge are also frequently discussed and explored (O’Keeffe, Fearne 2002).
- Yet - are we really advancing at the rate we should?
Do we fully understand the drivers that create sustainable value to successful fresh food demand chains?
Can identified drivers deliver a robust process that can consistently be applied across the multitude of sectors making up the fresh food industry?
To discuss your needs, please contact Dr Hans Maurer.
Value Chain Analysis - Fresh Produce Industry.