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The purpose of this paper is to analyze supply chain practices, and supply chain food quality performance indicator in the Australian beef processing industry.

A conceptual model was developed to test how supply chain practices: strategic alliance, customer focus, information sharing, information quality, Lean system and antecedent cooperative behavior: trust and commitment impact on food quality. A survey questionnaire to 600 Australian beef processors was conducted to collect the empirical data for testing of the formulated hypotheses. The stepwise multiple regression analysis was performed to test the hypothesized relationships.

Strategic alliance, information quality and trust and commitment are significantly related to food quality. In particular, the standardized coefficient shows that information quality has a significant positive relationship with food quality.

As Lean principles have been widely adopted in the red meat industry, strategic alliance becomes even critical for maintaining cost and operation effectiveness in the beef supply chain. A various approaches in terms of innovative technologies can improve information quality and promote information sharing in the beef supply chain. To build trust and commitment among supply chain partners requires perception of mutual long-term goals.

Australian Meat Manufacturers face greater regulatory challenges and restraints (product labeling, food safety and carbon tax) over the next five years. Therefore, to tackle the challenges, the findings of this research have significant practical implications.

This study intends to fill the research gap and explore how advanced supply chain systems have a potential to provide contributions to Australian beef processing industry performance. Vertical integration between livestock producers, meat processors, wholesalers and retailers provides the opportunities for greater economies of scale in production and distribution.

US Premium Beef Ltd is a cooperative partnership between all segments of the beef industry value chain, affording each segment an interest in the key stages of beef production and processing, as well as an equal share of the financial risks and rewards. This “value‐added” strategy is accomplished through vertical integration and adding a quality‐based pricing structure to more closely link beef producers and consumers. The case study is an example of supply chain management as a strategic response to a mature industry. It also exemplifies how ownership structure of the firm, particularly the emergence of new‐generation cooperatives, is employed as a strategic factor in developing a new competitive approach in an industry characterized by sales decline and aggressive competition from substitute products such as poultry and pork.

US Premium Beef Ltd is a cooperative partnership between all segments of the beef industry value chain, affording each segment an interest in the key stages of beef production and processing, as well as an equal share of the financial risks and rewards. This “value‐added” strategy is accomplished through vertical integration and adding a quality‐based pricing structure to more closely link beef producers and consumers. The case study is an example of supply chain management as a strategic response to a mature industry. It also exemplifies how ownership structure of the firm, particularly the emergence of new‐generation cooperatives, is employed as a strategic factor in developing a new competitive approach in an industry characterized by sales decline and aggressive competition from substitute products such as poultry and pork.

Quality traits desired by consumers may not be adequately captured by beef industry standards associated with grid or value‐based pricing alone. Aims to demonstrate this shortcoming by examining strategies of selected companies in North America at the four supply chain levels of cow‐calf genetics, feedlot feeding, processing, and retailing that have been proactive in producing desirable beef attributes efficiently to better meet consumer beef demand.

The vertical alliance between Ralphs retailing, Sunland Beef processing, and a handful of feedlots using narrowly defined beef genetics are examined to illustrate how consumer market research and coordination throughout the supply chain may address many shortcomings associated with current value‐based pricing of beef criteria.

Better information sharing and coordination between seedstock and retail industries could help assure that consumer preferences of beef palatability and consistency are met while meeting high production efficiency standards.

Cow‐calf, feedlot, and packing industries need to better track and manage information flows of genetic‐management paths from consumer to seedstock producer in order for the beef industry to be more competitive.

Experiences of our case companies suggest that the beef industry will need to look beyond the North American grid or value‐based pricing of beef in order to maintain or improve market share with competing pork and poultry sectors.

The purpose of this paper is to present an integrated modelling framework that links management action to supply chain processes and then to competitive advantage.

Using survey responses about supply chain management in the Australian beef processing industry, regression analysis was used to develop a model simultaneously explaining the links from management action to supply chain processes and on to competitive advantage.

A relatively simple regression model was established that should be widely applicable in agri‐food processing industries. In the context of our example industry, the results suggest that there is a strong link from some supply chain practices to competitive advantage, with trust and information quality being important drivers of the process.

Being based on a survey approach, a limitation is that that the results show managers' perceived influences on supply chain performance, not the influences observed by the researchers.

The regression method provides an easy way of summarising the links between supply chain practices and competitive advantage. This method may be generally applicable across agri‐food industries, particularly those with many small and medium‐size food enterprises.

This research provides a new method of integrating various aspects of supply chain management and competitive advantage. The method has the great advantage of parsimony.

Supply chain governance constitutes the rules, structures and institutions that guide supply chains toward various objectives, including environmental sustainability. Previous studies have provided insight into the relationship between governance and sustainability but have overlooked two crucial dimensions: power dynamics and the influence of outside actors. This paper aims to address these two gaps by measuring differential power (i.e. power asymmetries) among actors across the supply chain, including external actors.

This paper quantifies power dynamics across the entire chain through a structured survey in which supply chain participants rank their peer’s ability to affect environmental and social outcomes. This paper tests this approach by surveying 200 industry professionals (e.g. feedlot owners, retailers) and external actors (e.g. NGOs) in the US beef sector.

Respondents ranked the most powerful actors as follows: feedlot owners; processing plant owners; and regulatory agencies. Results also revealed that trade associations, retailers and cow–calf producers and ranchers perceive a sense of powerlessness. This study reveals multiple power nodes and confirms a shift in the power structure depending on which indicator respondents considered (e.g. environmental impacts vs employee safety). This study concludes that the buyer–producer dichotomy often used to assess supply chain governance fails to capture the complex dynamics among actors within supply chains.

This study demonstrates a novel approach to measure perceptions of power in supply chains. This method enables researchers to map networks of power across entire supply chains, including internal and external actors, to advance understanding of supply chain governance dynamics. Previous studies have misidentified who governs environmental outcomes in supply chains, and NGOs have overestimated the power of consumers and retailers to influence producers.

This paper aims to identify the hazards in the production process and designing standard operational procedure (SOP) in producing beef jerky (dendeng Lambok). This SOP is designed with the application of hazard analysis critical control point (HACCP) that aimed to be a standard guideline for producing dendeng lambok products that are safe for consumption.

Problems that are generally found in the food industry are that there are many products, which do not meet food safety standards so that these products are not safe for consumption. The method can be used in dealing with these problems is to apply HACCP and design the SOP for the production of dendeng lambok. The initial data used are a flow diagram of the dendeng lambok production process. Flowchart of dendeng lambok production process is needed to identify hazards in each process. Based on the identification of hazards in each process, a process is included in the critical control point (CCP). Furthermore, SOP is designed for processes that enter CCPs.

Based on the application of HACCP, there are four processes that are included in the CCP consisting of boiling beef, beef frying, chili frying and packaging. SOP is designed for processes included in the CCP so that they can be used as standard guidelines in the dendeng lambok production process in producing products that are safe for consumption.

HACCP is a method that is widely applied to ensure the products produced are safe for consumption. Based on previous research studies, the application of HACCP can reduce the hazard to food and the resulting product is safe for consumption. The application of HACCP can also improve the safety and quality of products, thereby causing a decrease in overall costs and increasing company revenue.

This research can only be useful for one of the small and medium food-industries in West Sumatra, Indonesia. It is, namely, Asal Seiya Sekata (ASESE), Ltd. This is because the SOP is designed in accordance with the conditions and problems in the dendeng lambok production process at ASESE, Ltd.

This research is expected to help ASESE, Ltd. in maintaining the quality and safety of the produced dendeng lambok products. HACCP is applied in the production process dendeng lambok done to minimize the hazards of each production process dendeng lambok. The SOP is given as a standard guideline in the production process of dendeng lambok in producing products that are safe for consumption.

SOP designed can be used as a reference or guideline in the production process of dendeng lambok to reduce hazards in the process that included in the CCP. SOP designed for boiling beef, beef frying, chili frying and packaging.

The Chinese government has increasingly turned to industry policy as a means of promoting rural development. These industry policies have not necessarily led to an improvement in rural incomes nor to the achievement of other social and environmental goals. This paper examines ways of designing these policies to achieve better rural development outcomes.

The approach adopts a detailed micro‐level analysis of industry policy through the window of the cattle and beef industries. Intensive fieldwork and interviews are conducted with all segments of and participants in the industry in all major beef production and consumption regions. A series of normative analyses examines issues of integration, scale of development, regionalism and specialisation.

Industry policy is a powerful mechanism by which to influence regional and rural development. Improving development outcomes requires that central and local government goals converge and that regions in inland China are well integrated with other regions and sectors of the economy. Large‐scale development projects must be carefully designed to avoid displacing individual households from industry development.

By crossing institutional, geographic and industry segment lines in a comprehensive manner, the research will aid Chinese decision makers concerned with rural development in the design of their industry development policies.

Presents a study of the procurement of beef by UK supermarkets. Investigates the hypothesis that a retailer’s choice of beef supplier is influenced by the transaction costs incurred in different supply relationships. Measures the relative importance of the transaction costs incurred by retailers as a result of concerns over quality consistency, traceability and farm animal welfare using conjoint analysis. Data for the conjoint analysis were collected through a postal survey of UK supermarket retailers. From the results, suggests that the information and monitoring costs arising from the need to ensure that beef supplies are of a consistent quality are relatively important influences on the choice of supplier, followed by the traceability of cattle, whether the beef originates from a farm assurance scheme and the price paid by the retailer. Also analyses procurement preferences of individual respondents, revealing some interesting differences between the retailers. Concludes that strategic alliance partnerships between retailers, processors and marketing groups composed of farmers may emerge as the method of vertical co‐ordination which minimizes transaction costs.

This paper aims to quantify the loss (or leakage) of organic cattle to conventional value chains in Ireland and assess its economic and environmental impacts.

The paper adopts a Bio-economy Input-Output (BIO) model, a quantitative economic model representing the interdependencies between different sectors of the economy, to assess the economic and environmental impacts of organic leakage in the Irish beef sector.

The study reveals that 17% of organic cattle aged under 1 year old leave the organic value chain, leaking to the conventional market as a result of imbalances in the development of the beef value chain. The economic cost of this organic leakage is 5.66 million euros. Leakage also has environmental effects because of changes in lifecycle methane and nitrogen emissions based on longer finishing times on organic farms and chemical fertilisers applied on conventional farms. The organic leakage results in a reduction of 82 tons of methane emission and 52 additional tons of nitrogen emission, which leads to 11,484 tons of net global warming potential (GWP) for a 100-year time horizon.

Because of data availability, the research focussed on the baseline year 2015, which had national data available for disaggregation in Ireland. Therefore, researchers are encouraged to assess the economic and environmental impacts when more recent data are available and to analyse the change in the impacts over the years.

This study contributes to the discussion on organic conversion and provides valuable insights for stakeholders, especially policymakers, for the design of future organic schemes.

This is the first paper to assess organic leakage in the beef sector.