Search results

The purpose of this paper is to investigate accountability for farm animal welfare (FAW) in food companies. FAW is an important social issue, yet it is difficult to define and measure, meaning that it is difficult for companies to demonstrate accountability. The authors investigate a proposed solution, the Business Benchmark on Farm Animal Welfare (BBFAW), and how it has disrupted the informal rules or culture of the market. The research questions centre on the process of response to BBFAW and the necessary characteristics for BBFAW to play a performative role in the market.

This paper employs an analysis of published BBFAW reports (2012–2017) and case study interviews in five BBFAW firms, in order to address the research questions.

The authors present evidence of a dynamic, repetitive process, starting with recognition of the importance of FAW and BBFAW, followed by internal discussions and the commitment of resources, and changes in communication to external stakeholders. Three necessary characteristics for performativity are proposed: common language, building networks and expanding markets.

This paper reflects a socially important issue that is under-represented in the accounting literature. The results provide an insight into the use of external accounts to drive collaboratively the social change agenda. The performativity process and identified characteristics contribute to expanding this literature in the accounting domain.

The purpose of this review paper is to extend the literature on animal welfare in the hospitality industry by exploring how some of the major fast-food companies have publicly addressed this issue.

The paper reviews, and reflects on, the animal welfare statements and policies posted on the Internet by five major fast-food companies, namely, Yum! Brands, Restaurant Brands International, McDonald's, Domino's Pizza Group and Subway.

The findings reveal that four interlinked themes, namely, strategic corporate commitment, a focus on supply chains, policies on specific categories of animals and food products, and auditing, illustrated the selected companies approach to animal welfare. The authors also raise a number of issues about the selected companies' approaches to animal welfare including the aspirational nature of their commitments, the emphasis on regular audits, the role of external assurance in the reporting process, the role of animal welfare pressure groups and campaigns, and the impact of coronavirus disease 2019 (COVID-19).

The paper's empirical material is drawn from the corporate websites of five fast-food companies, but the paper has theoretical and practical implications and provides a platform for future research.

The paper offers a simple review of the way five major fast-food companies have addressed the issue of animal welfare.

The purpose of this paper is to explore the sustainability of small rural veterinary enterprise in light of recent changes in both the farming and veterinary sectors. The overarching research question relates to how small rural veterinary enterprises, especially those at the start-up stage, can meet the needs of their farming clients while ensuring their service offering is both viable and sustainable.

The paper draws on relevant rural enterprise and veterinary literatures as well as case data, and applies selected elements of Scott’s (2008) 7-P sustainability framework.

The authors find that the future sustainability of rural veterinary SMEs is dependent on the veterinary business owners being prepared to change with their clients, develop supportive partnerships and create effective marketing strategies. The authors use the findings to construct an innovative business model to help improve future sustainability of farm animal veterinary business.

The paper adopts a single case approach.

Some policy implications are discussed alongside avenues for future research. The paper contributes to the rural enterprise, agriculture and veterinary business literatures.

This is one of the few rural enterprise studies contextualized in the veterinary sector. The findings should be of value to both practitioners and policy makers concerned with ensuring future sustainability in this important sector.

Contemporary literature reveals that, to date, the poultry livestock sector has not received sufficient research attention. This particular industry suffers from unstructured supply chain practices, lack of awareness of the implications of the sustainability concept and failure to recycle poultry wastes. The current research thus attempts to develop an integrated supply chain model in the context of poultry industry in Bangladesh. The study considers both sustainability and supply chain issues in order to incorporate them in the poultry supply chain. By placing the forward and reverse supply chains in a single framework, existing problems can be resolved to gain economic, social and environmental benefits, which will be more sustainable than the present practices.

The theoretical underpinning of this research is ‘sustainability’ and the ‘supply chain processes’ in order to examine possible improvements in the poultry production process along with waste management. The research adopts the positivist paradigm and ‘design science’ methods with the support of system dynamics (SD) and the case study methods. Initially, a mental model is developed followed by the causal loop diagram based on in-depth interviews, focus group discussions and observation techniques. The causal model helps to understand the linkages between the associated variables for each issue. Finally, the causal loop diagram is transformed into a stock and flow (quantitative) model, which is a prerequisite for SD-based simulation modelling. A decision support system (DSS) is then developed to analyse the complex decision-making process along the supply chains.

The findings reveal that integration of the supply chain can bring economic, social and environmental sustainability along with a structured production process. It is also observed that the poultry industry can apply the model outcomes in the real-life practices with minor adjustments. This present research has both theoretical and practical implications. The proposed model’s unique characteristics in mitigating the existing problems are supported by the sustainability and supply chain theories. As for practical implications, the poultry industry in Bangladesh can follow the proposed supply chain structure (as par the research model) and test various policies via simulation prior to its application. Positive outcomes of the simulation study may provide enough confidence to implement the desired changes within the industry and their supply chain networks.

The purpose of this paper is to analyse how a pre‐requisite programme and key performance indicators can be developed within an information management system in order to manage food safety, animal welfare and business performance criteria effectively in the poultry meat supply chain and seek to deliver continuous improvement.

Desk research was carried out in order to develop the research model. Competitive benchmarking with a group of broiler growers was used to determine the most appropriate performance indicators that could differentiate both operational and financial performance.

Supply chain benchmarking is more than a comparative analysis of cost structure, indeed it can be argued that if not effectively implemented, benchmarking techniques can focus too much on historic data rather than identifying and implementing current best practice, knowledge transfer and being able to initiate change within the business cycle. Effective livestock benchmarking requires a detailed understanding of the processes undertaken in order to determine the ideas and information that needs to be shared both vertically and horizontally in the chain which in turn will deliver compliance with stakeholder requirements and drive continuous improvement.

The limitations of the research have been discussed in the paper.

This research is of value to those working in the poultry meat supply chain.

Farm assurance has become a market qualifier for livestock producers supplying UK supermarkets. However UK producers perceive that food safety and welfare standards imposed on UK producers are not imposed to the same extent on livestock producers overseas, whose share of the UK market has grown steadily over the past decade. In light of these challenges this paper aims to examine the perceived role and value of farm assurance along the length of the red meat supply chain, in order to determine the potential for turning a supply chain cost into a supply chain benefit and increasing returns to UK producers.

Quantitative and qualitative data were collected from the key supply chain stakeholders (primary producers, processors, retailers and consumers) in the red meat industry.

The research indicates that the potential benefits of price premiums and preferential market access have not been fully captured. Findings indicate that this is due to a misalignment of the perceived value of farm assurance amongst supply chain members and the fact that consumers have a limited understanding and awareness of farm assurance. However the potential for increased benefits exists as when offered the choice between farm‐assured and non‐farm assured meat, consumers express a distinct preference and willingness to pay for the former.

This research is timely as there has been little attempt to assess the perceived value of farm assurance along the length of the supply chain where the views of consumers are integrated with the rest of the value chain for red meat.

The paper examines one of Scotland's major pork supply chains and seeks to identify the key risks and challenges involved in developing a resilient agri‐food supply system, particularly with regard to primary product supply, and to show how risk management and collaboration amongst stakeholders can increase chain resilience.

The case study involved in‐depth interviews with seven people involved in the chain and its management.

Reduced supply chain vulnerability to risks arose through horizontal collaboration amongst producers, and vertical collaboration with the processor and retailer. Producers improved market and price security, and pig performance. For the processor and retailer the collaboration generated greater security of supply of an assured quality, improved communication with suppliers, and reduced demand risk as they could assure consumers on quality, animal welfare and product provenance.

The study's findings are based on the analysis of a particular supply chain, but the cooperative concerned currently produces over half of Scotland's weekly pig production.

The findings are highly transferable to other agri‐food supply chains. Producers' successful efforts to deal with different risks and the role of collaboration in enhancing chain resilience are illustrated.

The case is interesting because pigmeat supply profitability has been under constant pressure. It discusses the risks faced by all chain participants and the collective development of a chain which is relatively resilient to variations in price, production and supply.

Private retail and brand-driven sustainable procurement standards are influencing global agri-food markets, shifting trade and export priorities and reshaping food supply chains. Using the case of Australian beef, the authors construct and evaluate three procurement activity “portfolios” and evaluate how these activity sets pull towards or against diverse organisational goals and/or science-based sustainability objectives.

A review of the academic and practitioner literature identified three key pillars for sustainable Australian beef procurement: animal welfare, environmental management and climate change (i.e. emissions). A subset of sustainable beef production activities (n = 100) was identified through this review plus semi-structured interviews with Australian beef retailers and industry bodies. This activity set was filtered (n = 40) and scored by a panel of science experts via a series of workshops and an additional survey. Using these data, the authors use a k-means cluster analysis (k = 3) to consider the strong or weak contributions of each activity portfolio towards typical sustainable beef goals.

A portfolio-based view of sustainable procurement puts the trade-offs between activities and the need for clear sustainability prioritisation into sharp focus. The authors find that individual strategies may be singularly more or less impactful, complex or popular, but when combined as a suite of activities enacted towards a particular goal or set of goals, essential for success. The authors find that obtaining balance across sustainable beef pillars versus within specific pillars can narrow the optimal set of activities that can succeed against multiple sustainability goals.

For procurement managers, the balance between clear focus and multidimensional progress is a difficult challenge. It requires the bold identification and articulation of an organisation’s interlocking corporate, industry or environmental objectives and flexibility on the strategies, tools and resources required. The authors posit that shifting away from a focus on rigid metrics may be useful in breaking the impasse on meaningful action.

Using a set of known activities and strategies that a procurement manager might draw from in operationalising sustainability goals, the authors cluster activities into three discrete activity portfolios. Each portfolio requires differing levels of effort, implementation complexity and potential for within-pillar and cross-pillar impact (i.e. co-benefits). Assessing the evidence and potential for cross-pillar impacts of individual strategies is a complex undertaking, indicative of the systems and tangled interactions that characterise sustainability science more broadly.

By assessing how the procurement function can be leveraged and operationalised towards sustainability goals through a lens of optimal portfolio management, the authors provide a way forward for the procurement managers working within large retailers and agri-food businesses to progress towards multiple sustainability pillars simultaneously.

This chapter opens the second part of the Volume, focusing on the small farms' role and dynamics within the evolving food system. Assessing small farmers' actual and potential contribution to the change towards a sustainable food and nutrition security requires a deep understanding of their strategic decision-making processes. These processes take place in a context highly conditioned by internal and external conditions, including the complex relations between farm and household, which are mapped and described. Building on an adaptation of Porter's model (Porter, 1990), the chapter investigates how farmers, given those conditions, define their strategies (in particular their innovation strategies) aimed at economic and financial sustainability through a multidisciplinary analysis of scientific literature. Internal conditions are identified in the light of the Agricultural Household Model (Singh & Subramanian, 1986) which emphasizes how family farming strategies aim at combining business-related objectives, and family welfare. Then, a comprehensive set of external conditions is identified and then grouped within eight categories: ‘Factors’, ‘Demand’, ‘Finance and Risk’, ‘Regulation and Policy’, ‘Technological’, ‘Ecological’, ‘Socio-institutional’ and ‘Socio-demographic’. Similarly, six types of strategies are identified: ‘Agro-industrial competitiveness’, ‘Blurring farm borders’, ‘Rural development’, ‘Risk management’, ‘Political support’ and ‘Coping with farming decline’.