Supply Chain Mapping and Postharvest Losses of Cabbage in Traditional and Modern Chains in Cebu, Philippines

Author(s):  
N. Narenthiran ◽  
P. Prasanna ◽  
T. Poongkundran ◽  
S.P. Anbuudayasankar ◽  
M.S. Narassima ◽  
...  

Author(s):  
Y. M. P. Samarasinghe ◽  
B. A. M. S. Kumara ◽  
Asela K. Kulatunga

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


2022 ◽  
Vol 14 (2) ◽  
pp. 603
Author(s):  
Anelle Blanckenberg ◽  
Olaniyi Amos Fawole ◽  
Umezuruike Linus Opara

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.


Author(s):  
M.S. Narassima ◽  
P. Aravind ◽  
S.P. Anbuudayasankar ◽  
N. Narenthiran ◽  
P. Prasanna ◽  
...  

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

2018 ◽  
Vol 43 (3) ◽  
pp. 471-487
Author(s):  
MAM Miah ◽  
MS Hoq ◽  
MG Saha

A plenty of mangoes are spoiled and damaged every year due to improper postharvest handling and inefficient supply chain. Sufficient information are lacking on these issues in Bangladesh. The study assessed the postharvest handling of key actors in mango supply chains and estimated the post-harvest losses at different stakeholder level in Chapai Nawabganj district, Bangladesh. In total 83 respondents taking 30 mango growers and 53 mango traders were interviewed from Chapai Nawabganj and Dhaka districts. The study identified eight marketing channels for mango marketing. The prominent channel was Grower> Bepari> Urban Arathdar> Urban retailer> urban Consumer since 85.1% mangos moved through this channel. Bepari incurred the highest marketing cost (Tk.7338/ton) due to long distance coverage followed by retailer (Tk.1218/ton) and Faria (Tk.738/ton). Faria received the highest net margin (Tk.8068/ton) due to lower marketing cost and spoilage followed by retailer (Tk. 6601/ton) and Bepari (Tk.5394/ton).The results revealed that the estimated average postharvest losses were 14.11% and 9.61% at farm and traders’ level respectively. At farm level, these losses occurred during harvesting, sorting & grading, and transportation. Harvesting losses were due to cracking, bruising, compression, and disease and insect infestation. The highest loss was recorded at retail level (4.64%) followed by Bepari (3.95%). Farmers and Farias used different local carriers, whereas trucks and pick up van were used by Bepari to transport mango from assemble markets to urban wholesale markets. Major marketing problems in the supply chain were delayed sale and lack of buyers.Bangladesh J. Agril. Res. 43(3): 471-487, September 2018


Sign in / Sign up

Export Citation Format

Share Document