scholarly journals Professionals’ Feedback on the PEFC Fair Supply Chain Project Activated in Italy after the “Vaia” Windstorm

Forests ◽  
2021 ◽  
Vol 12 (7) ◽  
pp. 946
Author(s):  
Francesco Negro ◽  
Omar Espinoza ◽  
Antonio Brunori ◽  
Corrado Cremonini ◽  
Roberto Zanuttini
Keyword(s):  
Climate Change ◽  
Supply Chain ◽  
Forest Certification ◽  
Forest Disturbances ◽  
Forest Owners ◽  
Business Opportunities ◽  
Northeastern Italy ◽  
Specific Label ◽  
Detailed Outline ◽  
Reasonable Price

In the fall of 2018, the “Vaia” windstorm grounded around 8.5 million m3 of timber in northeastern Italy. Soon after, the Programme for the Endorsement of Forest Certification (PEFC) Italy activated a project called “fair supply chain” to promote the purchase of timber from the damaged areas at a reasonable price. The initiative was addressed at forest owners, forest and processing enterprises, retailers, and supporting organizations. This study reports the results of a survey performed to assess the effectiveness of the project two years after its launch. The survey, in the form of a questionnaire submitted to all adhering organizations, investigated different aspects such as motivations for adherence to the project, satisfaction with the project, sale of the labeled material, and promotion of the specific label. The results provide a detailed outline of the above aspects. Through the various findings, the project is perceived as effective in supporting the region, enhancing an organizations’ image, and limiting price fall. Yet, further efforts should be aimed at increasing networking and business opportunities. Some recommendations are also offered for similar projects in the future, as forest disturbances are increasing worldwide in frequency and intensity due to climate change.

Business-to-Business E-Commerce for Collaborative Supply Chain Design and Development

2004 ◽  
pp. 272-288
Author(s):  
Reggie Davidrajuh
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Virtual Enterprise ◽  
Supply Chain Design ◽  
Business Rules ◽  
Design And Development ◽  
Chain Management ◽  
Strategic Model ◽  
Business Opportunities ◽  
Business To Business

SMEs form a virtual enterprise—a short-term loose integration, to meet business opportunities; managers of SMEs are looking for a tool that could help them design the strategic model of the supply chain in which they are collaboratively involved. Though the use of e-commerce tools has a lot of potential to improve an enterprise’s collaboration efforts with other enterprises, realizing an e-commerce tool that enables collaborative supply chain design and development is not easy, as collaborating enterprises may each use a different flavor of XML, multiple technology solutions, and have different business rules. This chapter presents a methodology for developing a new e-commerce tool to assist collaborative supply chain management. By this methodology, a new tool that is affordable by the SMEs and offers improved pipeline visibility could be easily implemented.

E-Business Supply Chains and E-Partnerships

2011 ◽  
pp. 30-53
Author(s):  
Fang Zhao
Keyword(s):  
Supply Chain ◽  
Information Technologies ◽  
Integrated System ◽  
Bottom Line ◽  
Business World ◽  
Chain Management ◽  
Comprehensive View ◽  
Operational Costs ◽  
Business Opportunities ◽  
Partnership Approach

In today’s business world, most companies operate within an integrated system, or a network of organizations of upstream suppliers and downstream customers that produce and distribute products and services. It is estimated that about 60% to 70% of today’s transactions in any company are completed in the supply chain (Bovel & Martha, 2000). E-partnership in the supply chain is, therefore, the focus of this chapter. This author argues that e-partnership provides a powerful and transformative means for supply chain management to achieve its objectives through extended relationships and enhanced information technologies. The rationale for the argument is that an e-partnering supply chain can lead to greater business opportunities, better integration of suppliers and vendors, better management information, lower operational costs, better market understanding and expanded geographical coverage. Therefore, a partnership approach to the supply chain provides significant opportunities to maximize bottom line results. Helping to better understand the broader operational context of e-partnerships, this chapter explores the recent development of the supply chain, specifically, electronic and e-business supply chain and its interfaces with e-partnerships. The chapter presents a broader comprehensive view of the landscape in which e-partnership prevails and the role it plays in the e-business arena.

Re-thinking the role of intellectual property in nano-strategy

2012 ◽  
Vol 1 (1) ◽  
pp. 97-102
Author(s):  
Sara Giordani
Keyword(s):  
Supply Chain ◽  
Intellectual Property ◽  
Property Rights ◽  
Intellectual Property Rights ◽  
Current Situation ◽  
Strategic Partnerships ◽  
Strategic Decisions ◽  
Business Opportunities ◽  
Interpretative Model

AbstractIn two past studies we observed and analyzed a group of European new and adolescent ventures, looking in particular at how they were about exploiting nanotechnology-based business opportunities, what was the role of intellectual property rights (IPRs), mainly patents, in those strategies, what was the link between patent filings in nanotechnology and exploitation patterns in the market. We formulated hypotheses and proposed an interpretative model of the strategic decisions and business choices. After a couple of years we took the opportunity to revisit some of the hypotheses and outcomes of the proposed interpretative model. If the overall framework of analysis is still, at least partly, applicable to the current situation, new trends emerge, which involve: the creation of extended portfolios of IPRs and intangible assets, which are both technology and marketing related, the entry of strategic investors and the new role of the financial and funding instruments, and the emergence of new types of consolidation patterns which are rooted in the net of strategic partnerships, collaborations and new forms of alliances in the supply chain and in the market.

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