Transparency in complex dynamic food supply chains

Trienekens, J. H.; Wognum, P.M.; Beulens, A.J.M.; Vorst, J.G.A.J. van der

doi:10.1016/j.aei.2011.07.007

Cited by 306 publications

(225 citation statements)

References 39 publications

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“…Producers and processors are still reluctant to associative forms and try to cope on their own, even though profit margins are low while some even make losses. This in turn outlines another weakness of the food industry namely the lack of a wellestablished, sound and transparent supply chain, which causes operational problems and food safety issues and ultimately leads to a lack of trust within the industry as underlined by Trienekens (2012).…”

Section: The Negotiation Power Of Retail Storesmentioning

confidence: 99%

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Mocan

Turi

Gonçalves

et al. 2015

OSCM: An Int. Journal

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The paper outlines current challenges in Romanian food industry, its potential to overcome them and be competitive on both the national and international market using a key performance indicator (KPI) methodology. Although it has the capacity to assure internal consumption and competition on the market is high the Romanian food sector is struggling to meet internal demand, imports heavily exceed exports while food consumption is decreasing. The retail sector is an important part of the supply chain, but the harsh competition among the different stores has made them pass the risks only towards the upstream links which is straining food processors and producers and threatening the sustainable development of the food supply chain. High taxation, unfair competition and delayed payments towards food processors add extra pressure on the weaker links of the chain. Moreover authorities are inefficient in assuring duly market conditions whereas scandals further degrade industry image and cause important losses. The lack of synergic efforts within the industry and the scarce collaboration efforts between business partners affect individual company performance and thus global industry competitiveness. The research provides solutions that address its structural issues and develops performance indicators to improve the efficiency of companies in order to assure their sustainable development within the supply chain and become more competitive on the global food.

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Section: The Negotiation Power Of Retail Storesmentioning

confidence: 99%

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Mocan

Turi

Gonçalves

et al. 2015

OSCM: An Int. Journal

View full text Add to dashboard Cite

show abstract

“…Supply chain academic and practitioner literature often claim e-resources as strategic enabling capability (Devaraj et al, 2007;Hsu and Shih, 2007;Yu et al, 2001). E-resources are seen as platforms for supply chain reconfiguration and collaboration, and also adapting to dynamic changes by providing agility in supply chain response through speed and flexibility (Trienekens et al, 2011). Industry resistance in this instance may come from mismatched levels of information flows, poor synchronization of information, communication, and telecommunications systems, and the inequality of access to high-speed, broadband networks throughout the industry.…”

Section: Implications and Limitationsmentioning

confidence: 99%

Utilizing Industry-led Innovation Capacity to Enhance Supply Chain Performance : An Empirical Study

Storer¹,

Hyland²

2011

MAS

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A fundamental principle of the resource-based (RBV) of the firm is that the basis for a competitive advantage lies primarily in the application of bundles of valuable strategic capabilities and resources at a firm's or supply chain's disposal. These capabilities enact research activities and outputs produced by industry funded R&D bodies. Such industry lead innovations are seen as strategic industry resources, because effective utilization of industry innovation capacity by sectors such as the Australian beef industry is critical, if productivity levels are to increase. Academics and practitioners often maintain that dynamic supply chains and innovation capacity are mechanisms most likely to deliver performance improvements in national industries. Yet many industries are still failing to capitalise on these strategic resources. In this research, we draw on the resource-based view (RBV) and embryonic research into strategic supply chain capabilities to investigate how two strategic supply chain capabilities (supply chain performance differential capability and supply chain dynamic capability) influence industry-led innovation capacity utilization measured through perceptions of supply chain operatives of superior supply chain performance enhancements. Two models compare the influence of size of supply chain operatives on these factors and their relationships. Results indicate that both small and large supply chain operatives in this industry believe these strategic capabilities influence and function as second-order latent variables of strategic supply chain capability. Additionally the study confirms that size of the supply chain operative influences how the respondents perceived strategic capabilities influence supply chain performance enhancement expected from utilizing industry-led innovation capacity in this industry.

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“…The economic dimension of sustainable development mainly involves profits, relationships and financial incentives, and the economic viability of individuals and businesses (Paloviita, 2010). This aspect revolves around efficient management of financial, tangible and intangible capital so as to achieve an organization's financial growth objectives (Trienekens et al, 2012). Firms should endeavor to improve their economic gains through value creation; through managing costs in their supply chain and adjust their strategies.…”

Section: Value Chain Performancementioning

confidence: 99%

“…According to Porter (1990), internal market development is one of the key determinants in creating, sustaining and promoting a healthy environment and creating a competitive edge for any industry. The tea sector will be sustainable when all value chain activities, practices and plans are designed to deliver sustainability economic, social and environmental benefits (Trienekens et al, 2012). Social sustainability is concerned with how individuals, societies, and communities co-exist and set out to realize the objectives of development models that they have in place the physical boundaries of their areas and the whole ecosystem.…”

Section: Value Chain Performancementioning

confidence: 99%

Constraints management and value chain performance for sustainable development

Nyaoga¹,

Magutu²

2016

10.5267/j.msl

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Managers are ever seeking for better ways of managing their constraints to improve their company's value chain performance and competitiveness. Although previous literature explored constraint management, it was inconclusive as to how constraint management could affect the value chain performance in tea processing chains. The purpose of this study is to determine the relationship between constraint management and firm value chain performance of tea processing firms. This study undertook an empirical study using survey questionnaire design to collect data. The respondents were production managers who have experience in production activities. The study applied multiple correlation and regression models to test the hypothesis. The results indicate that constraints management had a significant positive impact on improvement in quality, time, flexibility, cost and resource utilization in tea firms. This study provides a broad analysis of how organizations can improve their value chain performance for sustainable development by managing various constraints in the internal value chain. To the best of the authors' knowledge, this is the first empirical study of the relationship between constraints management and value chain performance using data from tea processing firms operating in Kenya.

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Transparency in complex dynamic food supply chains

Cited by 306 publications

References 39 publications

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Can an Underachiever Become Competitive? The Case of the Romanian Food Industry

Utilizing Industry-led Innovation Capacity to Enhance Supply Chain Performance : An Empirical Study

Constraints management and value chain performance for sustainable development

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