scholarly journals Characterization of pre- and postharvest losses of tomato supply chain in Ethiopia

2017 ◽  
Vol 6 (1) ◽  
Author(s):  
Bezabih Emana ◽  
Victor Afari-Sefa ◽  
Ngoni Nenguwo ◽  
Amsalu Ayana ◽  
Dereje Kebede ◽  
...  
Keyword(s):  
Supply Chain ◽  
Postharvest Losses

scholarly journals MANAGERIAL CHALLENGES IN USING LEAN TECHNIQUES IN DESIGNING A COMPREHENSIVE CHARACTERIZATION OF ORGANIZATION LOGISTICS AND PHYSICAL DISTRIBUTION SYSTEM: A CASE OF DEPARTMENT OF FIELD SUPPORT (DFS), UNITED NATIONS

2017 ◽  
Vol 1 (2) ◽  
pp. 28
Author(s):  
Michael Boima Kemokai
Keyword(s):  
Supply Chain ◽  
United Nations ◽  
Performance Management ◽  
Distribution System ◽  
Sampling Technique ◽  
Primary Data ◽  
Large Field ◽  
Physical Distribution ◽  
Comprehensive Characterization

Purpose: The purpose of this study was to identify the managerial challenges in using lean techniques in designing a comprehensive characterization of the organization logistics and physical distribution system. The study further sought to determine the extent to which these challenges impact the logistics and physical distribution of goods and informed managerial practices.Methodology: The study employed a qualitative research design. The study targeted all the senior managers at Director Levels at the GSC and the RSC and all the senior operational staff from supply chain and service delivery pillars in three (03) large Field Missions. These field missions are namely United Nations Stabilization Mission in Congo (MONUSCO); United Nations Mission in South Sudan (UNMISS); and the United Nations Support Office for AMISOM (UNSOA). This study used purposive sampling technique. The researcher purposively sampled fifteen (15) personnel; with three (03) participants each from the GSC, RSC, and three (03) participants each from the three (03)  Field Mission. Primary data was obtained from the original sources using questionnaires and interview.Findings: The results revealed that DFS did face various challenges in the implementation of lean strategies and that the operational difficulties experienced within its operations across field missions resulted in reduced customer satisfaction, increased supplier lead time and increased operational costs. The respondents indicated that they experienced a lack of understanding of the complexity of supply chain at the senior leadership level whereby most initiatives are tainted with personal agenda as a consequent the biggest hurdle to overcome is gaining enthusiasm and trust of the staff. They also indicated that there is a high risk of asset waste and loss due to assets remaining in stock for over one year without use. Further, they indicated that there are weaknesses in the management of construction or “self-constructed” projects; and weaknesses in the restructuring of the department of peacekeeping operations.Unique contribution to theory, practice and policy: The study recommends that     DFS should foster a continuous performance improvement mindset among staffs through planning, doing, checking and taking corrective actions on a balanced scorecard that integrates and aligns staff motivation and interest to the objectives of the organization. Also, objective and fair work plan and performance management are an ingredient to foster continuous improvement

scholarly journals Barriers and Opportunities in Recalls Management at the Health Care Provider level

2017 ◽  
Vol 11 (22) ◽  
Author(s):  
Angélica Burbano Collazos ◽  
José Antonio García Pretelt ◽  
Luisa Fernanda Durán Gutiérrez ◽  
Diego Mauricio Ojeda Navia
Keyword(s):  
Health Care ◽  
Supply Chain ◽  
Health Care Provider ◽  
Care Provider ◽  
Safety Issue ◽  
Operational Risks ◽  
High Investment ◽  
Patient Safety Issue ◽  
Barriers And Opportunities

One of the operational risks to which a Health Care Provider (HCP) is exposed is the receiving and use of products such as pharmaceuticals and medical devices that could become subject to a health alert. This patient safety issue has to be managed in order to prevent and mitigate adverse events at the last echelon of the supply chain. This article aims to expose a characterization of the alerts response process at the HCP level based on a review of the literature. Additionally, local regulations, strengths and weaknesses were identified. Finally, the study allowed for the identification of the principal opportunities and barriers that should be addressed in order to integrate the recall management process within and outside the HCP. Among these opportunities is traceability along the supply chain, and among the barriers is the high investment in the technology required to facilitate supply chain integration.

scholarly journals An analysis of various factors influencing postharvest losses of the fruit and vegetable supply chain

2020 ◽  
Vol 7 (4) ◽  
pp. 295
Author(s):  
N. Narenthiran ◽  
P. Prasanna ◽  
T. Poongkundran ◽  
S.P. Anbuudayasankar ◽  
M.S. Narassima ◽  
...  
Keyword(s):  
Supply Chain ◽  
Fruit And Vegetable ◽  
Postharvest Losses ◽  
Factors Influencing

Strategic Challenges of the Portuguese Automotive Industry

2015 ◽  
pp. 220-241
Author(s):  
António Moreira ◽  
Ana Carolina Soares de Carvalho
Keyword(s):  
Supply Chain ◽  
Automotive Industry ◽  
Value Chain ◽  
Auto Industry ◽  
Point Of View ◽  
The Public ◽  
Equipment Manufacturer ◽  
Sourcing Strategy ◽  
Relational Strategies

The main objective of this chapter is to define a set of strategic lines, from the public policy point of view, so that Portuguese suppliers of the auto industry can deploy a strategic alignment throughout the supply chain in order to position themselves as potential suppliers of the global sourcing strategy of their Iberian Peninsula clients. The characterization of the auto industry in Portugal and Spain is undertaken, framing the perspective of this industry and proposing the strategic guidelines for the Portuguese auto components industry to supply the Iberian market. The study supports a synergistic strategy between the Portuguese auto components industry and the Spanish automotive industry in order to increase the Portuguese incorporation in downstream activities of the supply chain. Portuguese auto components suppliers should adopt international relational strategies throughout the value chain in order to source their Original Equipment Manufacturer (OEM) clients and to reinforce their position as global suppliers. The strategy involves the consolidation of the Portuguese automotive cluster as global suppliers through specialization.

scholarly journals Traceability of Fruits and Vegetables Supply Chain towards Efficient Management: A Case Study from Sri Lanka

2021 ◽  
Vol 03 (02) ◽  
pp. 89-106
Author(s):  
Y. M. P. Samarasinghe ◽  
B. A. M. S. Kumara ◽  
Asela K. Kulatunga
Keyword(s):  
Supply Chain ◽  
Sri Lanka ◽  
Supply Chains ◽  
Food Supply ◽  
Fruits And Vegetables ◽  
Postharvest Losses ◽  
Food Supply Chains ◽  
Traceability System ◽  
Product Identification

The necessity for food traceability has been increased over the years with the expansion of food supply chains globally over these years due to stringent of food safety regulations. Enhancing the access to quality food safely is one of the essential requirements of food supply chain traceability. Conversely, significant percentages of postharvest losses available especially in developing countries due to poor supply chain and logistics practices thereby threatening food security. Unless there is a possibility to trace the Supply chain, it is difficult to take remedial actions. When it comes to Sri Lanka, currently it is harder to have the traceability in most of the foods supply chains commonly on most of the elementary supply chains such as fruits and vegetables. This has led to postharvest losses since it is harder to identify when and where damages occur, who are accountable, harvested and transient times, supply demand mismatch too. Therefore, this paper aims to investigate the feasibility of tracing of fruit and vegetable supply chain in Sri Lanka and contribute theoretically to facilitate authorities and decision makers for future traceability improvement. Availability of secondary information on fruits and vegetables traceability was examined referring to government agencies. Basic structure of supply chain was identified based on secondary data and a case study was conducted based on supply chains linked to Thambuththegama and Keppetipola Dedicated Economic Centers to gather primary data. To quantify the feasibility of tracing, a feasibility index was developed. Developed index was used to assess the feasibility towards improved traceability of selected chains where it can be applied for other food and non-food supply chains as well. The feasibility index can be used for other fruits and vegetables supply chains too to assess the feasibility prior to implementation of a traceability system. Furthermore, it can be used for non-food supply chains with some modifications. Analysis revealed that poor feasibility of wholesalers compared to farmers and retailers. Product identification technologies, awareness and willingness for traceability improvement were ranged low to fair for all the entity categories. Hence, enhancement of record-keeping and information sharing, adopting product identification and quality measurement technologies, and strengthening of legislation were identified as key improvements for enhanced fruits and vegetable traceability and efficient postharvest management of studied supply chains

scholarly journals Postharvest Losses in Quantity and Quality of Pear (cv. Packham’s Triumph) along the Supply Chain and Associated Economic, Environmental and Resource Impacts

2022 ◽  
Vol 14 (2) ◽  
pp. 603
Author(s):  
Anelle Blanckenberg ◽  
Olaniyi Amos Fawole ◽  
Umezuruike Linus Opara
Keyword(s):  
Supply Chain ◽  
Fresh Water ◽  
Ghg Emissions ◽  
Fruit Production ◽  
Western Cape ◽  
Ambient Conditions ◽  
Postharvest Losses ◽  
Food Security And Nutrition ◽  
On Farm

Approximately one third of the food produced globally is lost or wasted along the supply chain. Reducing this would be an important measure to increase the global food supply as the world continues the struggle to feed its people sustainably. Not merely a waste of food, these losses also represent a waste of human effort and agricultural inputs from expensive fertilizers to natural resources as well as contributing to global greenhouse gas emissions. Measuring the extent of, and understanding the reasons for, these losses can assist in developing appropriate measures required to prevent or reduce such losses. Therefore, the objective of this research was to quantify postharvest losses in quantity and quality of ‘Packham’s Triumph’ pears at farm and simulated retail levels. Pears were sampled from two farms in the Western Cape Province of South Africa, the largest deciduous fruit production and export region in Southern Africa. The greatest losses measured along the supply chain were on-farm immediately after harvest, with 18% recorded. The main reasons for on-farm losses were small size (65%), deformity (26%), and chafed peel (9%). After 14 days in cold storage (−0.3 ± 0.7 °C, 81.3 ± 4.1% RH), mean pear losses were 0.86% which increased to 1.49% after 28 days. After 10 days of further storage under simulated market conditions (5.4 ± 0.6 °C, 83.7 ± 2.9% RH), fruit losses were 1.52% during retail marketing and 2.09% during export. Storing pears under ambient conditions (25.1 ± 1.3 °C and 46.6 ± 6.0% RH) resulted in a higher incidence of losses, increasing from 0.90 to 1.55 and 2.25% after 3, 7, and 10 days, respectively. The socio-economic impacts of these postharvest losses amounted to financial losses of between ZAR 492 million (USD 34.1 million according to the conversion rate of 14 April 2021) to over ZAR 831 million annually, and this was associated with the loss of 301 million MJ of fossil energy, 69 million m3 of fresh water and contributed to the emission of approximately 19,690 tons of CO2 equivalent. The fresh water lost could sustain 3.7 million individuals daily for a whole year at a daily minimum usage rate of 0.05 m3 per day while it will require planting 0.5 million trees to sink the 19,690 tons GHG emissions of the pear losses (0.039 metric ton per urban tree planted). Decreasing postharvest losses will conserve resources as well as improve food security and nutrition, objectives of the post-2015 sustainable development agenda led by the United Nations.

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