Delivering Performance in Food Supply Chains (Woodhead Publishing Series in Food Science, Technology and Nutrition - Volume 185)

Food and drink supply chains are complex, continually changing systems, involving many participants. They present stakeholders across the food and drinks industries with considerable challenges. Delivering performance in food supply chains offers expert perspectives to help practitioners and academics to improve their supply chain operations. The Editors have identified six key challenges in managing food and drinks supply chains. Each section of the book focuses on one of these important issues. The first chapters consider the fundamental role of relationship management in supply chains. The next section discusses another significant issue: aligning supply and demand. Part three considers five different approaches to effective and efficient process management, while quality and safety management, an issue food companies need to take very seriously, is subject of the next section. Parts five and six review issues which are currently driving change in food supply chains: the effective use of new technologies and the desire to deliver food sustainably and responsibly. With expert contributions from leaders in their fields, Delivering performance in food supply chains will help practitioners and academics to understand different approaches in supply chain management, explore alternative methods and develop more effective systems. Considers the fundamental role of relationship management in supply chains including an overview of performance measurement in the management of food supply chains Discusses the alignment of supply and demand in food supply chains and reviews sales and operations planning and marketing strategies for competitive advantage in the food industry Provides an overview of the effective use of new technologies and those that will be used in the future to deliver food sustainably and reliably Delivering performance in food supply chains (2010) ......Page 1 Woodhead Publishing Series in Food Science, Technology and Nutrition - Volume 185 ......Page 4 ISBN: 9781845694715......Page 5 --> Contents......Page 6 Contributor contact details......Page 14 1.1 The changing nature of the food supply chain......Page 30 1.2 Scale and structure of the global food chain......Page 32 1.3.1 Globalisation......Page 34 1.3.2 Economic trends......Page 35 1.3.4 Product diversifi cation......Page 37 1.4 Structure of the book......Page 38 1.4.2 Part II Aligning supply and demand in food supply chains......Page 40 1.4.4 Part IV Maintaining quality and safety in food supply chains......Page 41 1.4.6 Part VI Delivering food sustainably and responsibly......Page 42 1.6 References......Page 43 2.1 Introduction......Page 45 2.2.1 Supply chain management and collaboration......Page 46 2.2.2 Nature of supply chain collaboration......Page 47 2.2.3 Problems for supply chain relationship managers......Page 48 2.2.4 Supply chain relationship management......Page 50 2.3.2 When to measure?......Page 52 2.4.1 All-encompassing objectivity......Page 53 2.4.2 Relationship quality......Page 54 2.4.3 Relationship spirals......Page 55 2.4.4 Key performance drivers......Page 56 2.4.5 Performance assessment process......Page 57 2.4.6 Supply chain performance outcomes......Page 59 2.5 Future trends......Page 60 2.6 Sources of further information and advice......Page 61 2.7 References......Page 62 3.1 Introduction......Page 63 3.2 Role of power......Page 64 3.3 Relationship approach and power issues in agri-food channel relationships......Page 66 3.4 Methodology......Page 68 3.5 Findings......Page 70 3.6 Network of relationships......Page 74 3.7 Conclusions......Page 79 3.8 Future trends......Page 81 3.9 Sources of further information and advice......Page 82 3.10 References......Page 83 4.1 Introduction......Page 88 4.2 Material risk assessment......Page 90 4.3 Supplier assessment and management......Page 91 4.4 Hazard Analysis and Critical Control Points (HACCP) overview......Page 96 4.5 Supplier audits and performance management......Page 97 4.6 Impact of g lobalisation and need for a global standard......Page 99 4.7 Global Food Safety Initiative (GFSI)......Page 102 4.8 ISO 22000 – food safety management systems......Page 103 4.9 Conclusion and future trends......Page 107 4.10 References......Page 108 5.1 Introduction......Page 110 5.2 Innovation as a driver of global competitiveness......Page 112 5.2.1 Historical trends in innovation in the food industry worldwide......Page 114 5.2.2 Government-led initiatives focused on food innovation......Page 115 5.3.1 Producer-led innovation......Page 120 5.3.2 Manufacturer-led innovation......Page 121 5.4.1 Influence of supply chain relationships in innovation......Page 122 5.4.2 Market-led innovation......Page 125 5.4.3 Collaborative innovation......Page 126 5.4.4 Forward commitment procurement (FCP)......Page 128 5.5 A new model: sustainable co-innovation......Page 129 5.5.2 Buyer consortia......Page 130 5.5.4 Legislative consortia......Page 131 5.5.5 Innovation process......Page 132 5.6 Platforms for sustainable co-innovation in the food sector......Page 133 5.7 Conclusions and future trends......Page 135 5.8 Sources of further information and advice......Page 138 5.9 References......Page 139 6.1 What is sales and operations planning (S&OP)?......Page 143 6.1.1 Evolution of sales and operations planning......Page 145 6.1.2 Aims and objectives......Page 147 6.2 Trends in sales and operations planning and best practices......Page 149 6.3 Implementing sales and operations planning......Page 151 6.4 Challenges of sales and operations planning......Page 156 6.5 Sales and operations planning in the food and drink industry......Page 159 6.7 References......Page 163 7.1 Introduction......Page 165 7.2 Food supply chain uncertainty......Page 167 7.3 Understand, document, simplify and optimise (UDSO)......Page 170 7.4 Quick scan audit methodology (QSAM)......Page 172 7.5 Application of quick scan audit methodology in the food industry......Page 173 7.6.1 Efficient consumer response (ECR)......Page 174 7.6.2 Collaborative planning, forecasting and replenishment (CPFR)......Page 176 7.6.3 Vendor managed inventory (VMI)......Page 178 7.8 References......Page 180 8.1 Introduction......Page 182 8.3 Creating sustainable business success: the development of effective marketing strategies......Page 184 8.3.2 Branding in the UK beef industry......Page 185 8.3.3 Developing a successful differentiation strategy in the global beef industry......Page 186 8.4 Creating sustainable business success: the development of effective sourcing strategies......Page 188 8.5 Creating sustainable business success: aligning brand and marketing strategies with sourcing strategies......Page 190 8.6.1 Methodology......Page 191 8.6.2 The case: developing the brand and an aligned sourcing strategy......Page 195 8.6.3 Need for a proactive sourcing strategy......Page 198 8.7 Conclusion and discussion......Page 200 8.8 References......Page 204 9.1 Introduction......Page 209 9.2 From supply chain management to value chain management......Page 211 9.3.1 Ten days data collection protocol......Page 218 9.3.2 Food value chain analysis programme: generic fi ndings......Page 220 9.3.3 Food value chain analysis: a case study......Page 223 9.4 Conclusions......Page 231 9.5 References......Page 232 10.1 Introduction......Page 234 10.2 The concept of agility......Page 235 10.3 Two supply chains for bacalao......Page 237 10.3.1 Bacalhau de Noruega......Page 238 10.3.3 Comparing de Noruega and Superior......Page 239 10.4.1 Inbound supply chain......Page 241 10.4.2 Forecast accuracy......Page 242 10.4.3 Coping with very short throughput times......Page 243 10.5 Conclusions......Page 244 10.7 References......Page 246 11.1 Describing the shrinkage problem......Page 247 11.2.1 Shrinkage in grocery retailing......Page 248 11.2.2 Shrinkage in other sectors......Page 250 11.2.3 Classifying the causes of shrinkage......Page 251 11.2.4 Concerns over limited knowledge and misunderstandings......Page 252 11.2.5 Local effects of systemic issues......Page 253 11.3 Strategies for reducing shrinkage......Page 255 11.3.1 Governance......Page 256 11.3.2 Collaboration......Page 257 11.3.4 Points of leverage......Page 258 11.4 Potential benefits......Page 261 11.5 References......Page 263 12.1 Introduction......Page 265 12.2 Supply chain time – costing mapping (SCTCM) framework......Page 266 12.2.2 Process mapping......Page 267 12.2.3 Time analysis......Page 268 12.2.4 Cost analysis......Page 269 12.2.6 Opportunities and next steps......Page 270 12.3.2 Process mapping......Page 271 12.3.3 Time analysis......Page 273 12.3.4 Costing methods and analysis......Page 275 12.3.6 Allocating costs to products......Page 279 12.3.7 Cost–time analysis......Page 280 12.4 Areas of opportunity......Page 282 12.5 Conclusions......Page 284 12.7 Acknowledgements......Page 285 12.8 References......Page 286 13.1 Introduction......Page 287 13.2 Grocery distribution in the UK......Page 288 13.3 Improved performance through vertical integration......Page 289 13.4 Improved performance through internal process integration......Page 294 13.5 New technologies......Page 296 13.6 Improved performance through cross-channel collaboration......Page 297 13.7 Conclusion......Page 301 13.8 Sources of further information and advice......Page 302 13.9 References......Page 303 14.1 Consumers’ risk perception and trust in food chains......Page 304 14.2 Impact of food traceability in restoring consumer trust in food chains......Page 307 14.3 Consumers and corporate social responsibility in the food chain......Page 308 14.4 Improving communication with consumers......Page 310 14.5 Managing food safety in food supply chains......Page 312 14.6 References......Page 315 15.1 Introduction......Page 322 15.2 Private standards and their evolution......Page 323 15.2.1 Private standards, regulation and food safety......Page 324 15.2.2 Globalisation and private standards......Page 325 15.2.3 Private standard developments from retailer to producer......Page 327 15.3.1 Benchmarking international food and farm standards......Page 328 15.3.2 Standard ownership and engagement with stakeholders......Page 329 15.3.4 Food quality and credence......Page 331 15.3.5 Training in standards......Page 333 15.3.6 Standards body control over users and service providers......Page 334 15.4 Conclusions......Page 335 15.4.1 Politics of standard selection......Page 336 15.4.2 Selecting the right standard......Page 337 15.4.3 Meeting end of chain requirements......Page 338 15.5 Future trends......Page 339 15.7 References......Page 341 16.1 Regulatory framework......Page 343 16.2 Quality management and the organization of food production chains......Page 346 16.3 Quality-related communication in food production chains......Page 348 16.4 Tracking and tracing food products......Page 353 16.5 Total Quality Management in food production chains......Page 356 16.6 Chain uptake of quality management systems......Page 358 16.7 Quality management in food production chains: some final remarks......Page 359 16.8 References......Page 360 17.1 Introduction......Page 366 17.1.2 Intelligent packaging......Page 368 17.2 Importance of intelligent packaging......Page 370 17.3 Diagnostic packaging: time temperature indicators (TTIs) versus freshness quality indicators (FQIs) and new technologies......Page 374 17.4 The use of radio frequency identification tags (RFID) in future supply chains......Page 377 17.6 References......Page 380 18.1 Introduction: the cold chain......Page 383 18.2 Effect of refrigeration on microbiological safety and shelf life......Page 384 18.3 Effect of refrigeration on quality......Page 385 18.4 Chilling and freezing......Page 387 18.4.1 Chilling and freezing systems......Page 388 18.6 Transport......Page 390 18.6.1 Sea transport......Page 391 18.6.3 Land transport......Page 392 18.7.1 Unwrapped products......Page 393 18.7.2 Wrapped products......Page 395 18.8 Energy and the environment......Page 396 18.9 Specifying refrigeration systems......Page 398 18.10 Conclusions......Page 400 18.11 References......Page 401 19.1 Introduction......Page 404 19.2 Characteristics of the food supply chain network......Page 406 19.2.1 Supply chain parties......Page 407 19.2.2 Process and product characteristics......Page 408 19.2.3 Redesign strategies for food supply chains (FSCs)......Page 409 19.3.1 Why (simulation) modelling?......Page 410 19.3.3 Modelling and simulation of complex systems......Page 411 19.4.1 General requirements of supply chain modelling......Page 413 19.4.2 Specific requirements of modelling food supply chains......Page 415 19.4.3 Modeling food quality change......Page 416 19.4.4 Review of simulation tools for food supply chain design......Page 417 19.4.5 Contribution of this chapter......Page 418 19.5.2 Model elements and relationships......Page 419 19.5.5 Applications......Page 421 19.6.1 Background......Page 422 19.6.4 Simulation results......Page 425 19.7 Conclusions and future trends......Page 428 19.8 Sources of further information and advice......Page 429 19.10 References......Page 430 20.1 Introduction......Page 433 20.2.1 Concept and context of e-business......Page 434 20.2.2 Critical issues in e-business research......Page 437 20.3 Factors affecting e-business adoption: taking a food chain-based approach......Page 438 20.3.2 Intra-firm related factors......Page 439 20.3.3 Factors related to the supply chain......Page 440 20.4 View of the evolution and current state of e-business uptake in the food industry......Page 442 20.5 Conclusions and future trends......Page 443 20.6 Sources of further information and advice......Page 444 20.7 References......Page 445 21.1 Introduction......Page 449 21.2 Radio frequency identifi cation technology within supply chain management......Page 451 21.3.1 Application A: a proposed RFID-enabled traceability system for the food industry......Page 456 21.3.2 Application B: a distributed service-oriented architecture for radio frequency identifi cation-integrated supply chain collaboration services: the case of dynamic pricing in the retail supply chain......Page 462 21.4 Conclusions......Page 467 21.5 Sources of further information and advice......Page 468 21.7 References......Page 470 22.1 Introduction......Page 473 22.2 Estimate of the total external costs of UK food distribution......Page 474 22.3 Identifying and modelling options for reducing external costs......Page 475 22.4 The key options......Page 478 22.4.1 Upgrading vehicles to higher emission standards......Page 479 22.4.2 Transport collaboration......Page 480 22.4.3 Expanding vehicle capacity......Page 482 22.4.4 Logistics system redesign......Page 483 22.4.5 Out-of-hours deliveries......Page 485 22.4.6 Computerised vehicle routing and scheduling/telematics......Page 486 22.5 Conclusions......Page 489 22.7 References......Page 490 23.1 Introduction: rise of voluntary standards......Page 492 23.3.1 Leading organisation(s)......Page 495 23.3.2 Motivation: risk management versus differentiation......Page 496 23.3.4 Enforcement: 1st, 2nd, 3rd party monitoring......Page 497 23.4.1 Fairtrade......Page 498 23.4.2 Ethical trade initiative......Page 508 23.4.3 Organic......Page 509 23.4.4 GLOBALGAP......Page 511 23.5.1 Scope expansion and harmonisation efforts......Page 513 23.5.2 Compliance costs......Page 514 23.5.3 Impact measurement......Page 515 23.5.5 Multi-stakeholder dialogue and consultation......Page 516 23.6.1 Risks......Page 517 23.6.3 Corporate strategy......Page 518 23.6.4 Strategy options......Page 519 23.7 Conclusion......Page 520 23.8 Acronyms and abbreviations......Page 521 23.9 References......Page 522 24.1 Introduction......Page 525 24.2 Evolution of the food chain......Page 526 24.3.1 Role of information technology (IT) and technology for food supply chains......Page 528 24.3.2 Radio frequency identifi cation (RFID) in the food chain......Page 530 24.4.1 Why food chains are ‘unsustainable’?......Page 531 24.4.2 Implementing sustainable practices: driving forces and current status......Page 532 24.5 Conclusions......Page 535 24.7 References......Page 538 Index......Page 542 Food and drink supply chains are complex, continually changing systems, involving many participants. They present stakeholders across the food and drinks industries with considerable challenges. Delivering performance in food supply chains offers expert perspectives to help practitioners and academics to improve their supply chain operations.

The Editors have identified six key challenges in managing food and drinks supply chains. Each section of the book focuses on one of these important issues. The first chapters consider the fundamental role of relationship management in supply chains. The next section discusses another significant issue: aligning supply and demand. Part three considers five different approaches to effective and efficient process management, while quality and safety management, an issue food companies need to take very seriously, is subject of the next section. Parts five and six review issues which are currently driving change in food supply chains: the effective use of new technologies and the desire to deliver food sustainably and responsibly.

With expert contributions from leaders in their fields, Delivering performance in food supply chains will help practitioners and academics to understand different approaches in supply chain management, explore alternative methods and develop more effective systems.

• Considers the fundamental role of relationship management in supply chains including an overview of performance measurement in the management of food supply chains
• Discusses the alignment of supply and demand in food supply chains and reviews sales and operations planning and marketing strategies for competitive advantage in the food industry
• Provides an overview of the effective use of new technologies and those that will be used in the future to deliver food sustainably and reliably