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Operations and Logistics.
Senior undergraduate students and postgraduate students specialising in agricultural economics/agribusiness/supply chain management and can also be used for executive training for supply chain managers and corporate social responsibility (CSR) managers of food companies.
This case presents an industry leading company – Nestlé’s sustainable initiative in its dairy supply chain in China. The case begins with the background of China’s dairy industry, followed by an introduction of the case company. The case then moves on to the comparison of Nestlé’s fresh milk supply chain operation before and after 2008 and different approaches to help the dairy suppliers’ transformation. The focus is on Nestlé’s innovative industry collaboration platform, the Dairy Farming Institute.
Expected learning outcomes
This case allows students to explore the following theoretical frameworks: sustainable supply chain management; supply chain leadership, supply chain learning and supply chain structure. By analysing this case, students should be able to gain an understanding of how multinational corporations (MNCs) play a supply chain leadership role in supply chain learning of sustainable supply chain initiatives.
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CSS 9: Operations and Logistics.
The purpose of this paper is to provide a multidimensional framework for the identification, description and comparative analysis of alternative farm structures and their…
The purpose of this paper is to provide a multidimensional framework for the identification, description and comparative analysis of alternative farm structures and their properties for economic development.
Integrating previous typologies and considering a large set of examples, the authors identify six attributes that are necessary to characterize and compare farm structures: size; strategy; organizational form; legal form; who the owners are; and degree of separation of ownership and control. They also discuss potential complementarities between those organizational attributes and specific features of the institutions of developing and emerging countries, such as contract enforcement and property rights protection regime, and developed capital markets and corporate law.
Conceptually and empirically, effective farm structures can deviate from the templates traditionally considered – “small family-owned farm” or “large factory-like corporate farm,” combining structural attributes in diverse ways. The dimensionalization of farm structures also helps in revealing complementary institutional traits at the regional or larger system level that may foster development processes.
The paper is limited to theory building and case-based evidence. Nevertheless, it provides dimensions that can be measured on a larger scale and by quantitative studies.
This paper sheds light on organizational diversity in agriculture and on a wider set of feasible development paths.
The purpose of this paper is to investigate how in Britain, France and Italy the idea of the living animal is being detached from the action of eating meat. It is an ongoing historical process, which has recently been fuelled by the new issue of cultured meat.
Starting from Goody's developmentalist stages (Production, Distribution, Preparation and Consumption), first this work analyses historically how these stages have undergone the process of the disappearance of the animal origins of meat (animal origins of meat are parts like the head and legs that remind us that once meat was an animal). Second, this paper applies cultured meat to Goody's stage of Production, linking the new product to the historical, above described, process.
The analysis shows that, in the past, Goody's stages of Consumption, Distribution and Preparation witnessed the disappearance of the animal origins of meat, while Production was not affected by the phenomenon. Today, with testing on cultured meat, even the stage of Production has gone through this process. Now, all of Goody's stages are involved in the process. Usually considered a shocking novelty, cultured meat is instead a stage of a historical process.
No one has previously analysed the disappearance of the animal origins of meat relating it to Goody's stages, and a current issue like cultured meat has never been considered a further step of this process.
This chapter presents the case study of Origin Green, the Irish food industry’s national program that committed the entire supply chain to meet sustainability targets and…
This chapter presents the case study of Origin Green, the Irish food industry’s national program that committed the entire supply chain to meet sustainability targets and simultaneously branded the efforts and outcomes to increase demand for Irish food products. The brand creation is discussed under headings of building predictability, creating innovative capacity, and facilitating an intimate relationship.
The chapter describes supply chain risk mitigation, brand development, and the relationship between the two, proposing that they should be regarded as simultaneous rather than separate processes. This is followed by the case history of Origin Green.
The literatures on risk mitigation and brand equity development are extended by suggesting that the development of each should be regarded as simultaneous rather than consecutive activities.
The chapter outlines a program for national branding and sustainability and an insight on risk mitigation and branding that should be of interest to policymakers designing such programs and senior leaders considering involvement.
This chapter will be useful to policymakers considering national or industry-wide initiatives. Further, the chapter demonstrates the opportunity and challenges of systemic approaches to sustainability. The opportunity to brand nations and systems and the need to simultaneously build supply chain and brand for such is an original insight that is of value to strategy and planning. Similarly, at firm level, removing risk from the supply chain and building a brand would be of value.
In January, 2015, Chipotle stopped serving pork at a third of its 1,800 restaurants due to its discovery that a pork supplier was not meeting Chipotle's “Food with…
In January, 2015, Chipotle stopped serving pork at a third of its 1,800 restaurants due to its discovery that a pork supplier was not meeting Chipotle's “Food with Integrity” standards. This case examines the trade-offs Chipotle faced in maintaining its focus on sustainable ingredients as the chain grew rapidly. Demand for healthier ingredients by others in the industry and scalability problems in sustainable agricultural production suggested that supply shortages and higher prices were likely threats to Chipotle's continued rapid growth. Could Chipotle maintain its commitment to “Food with Integrity” when the supply of sustainable foods failed to meet demand or should the company just buy available ingredients regardless of farming methods?
This case was developed from both secondary and primary sources. The secondary sources included industry reports, company annual reports, news reports, social media sites and company websites. Primary sources included video interviews with Chipotle executives (available on the company's website) and visits to Chipotle restaurants in several cities. This case has been classroom tested with MBA students in a capstone course and with undergraduates in a strategic management course.
Relevant courses and levels
This case was written for use in Strategic Management classes at the undergraduate and MBA levels. The focus of the case aligns well with discussions of competitive advantage, firm performance and business level strategy. The case also has application in discussions regarding implementation of strategy. Instructors that choose to emphasize sustainability strategies could assign this case to explore trade-offs between profitability, sustainability and growth. Additionally, the case could be used in supply chain management courses.
This case utilizes a stakeholder analysis approach to examine the trade-offs between sustainability initiatives, growth and performance. The resource-based model of VRIO is used to analyze the firm's competitive advantage.
The purpose of this paper is to examine the differences between Finnish and Russian, namely Karelian, food industry supply chains. The main objective is to find out the…
The purpose of this paper is to examine the differences between Finnish and Russian, namely Karelian, food industry supply chains. The main objective is to find out the reasons for low productivity in Russian food industry from supply chain management (SCM) point of view.
Case study method is used to compare the Russian and Finnish food industry supply chains. The comparison is carried out by using SCM scorecard. Furthermore, the comparison is supplemented with the data from non‐structured interviews with Russian food industry company managers. Altogether data from eight food industry companies in the Republic of Karelia, Russia, are gathered and four managers are interviewed. The results of the companies' SCM scorecard analysis are compared to the results of almost 100 Finnish food industry companies.
The research suggests that based on the SCM scorecard the differences between Finnish and Russian food industry companies' operational methods are modest. The difference in productivity can be rather explained by the differences in operating environment and the level of technology in use. Logistics costs for companies in Russia are estimated to be double compared to Finnish companies. Poor road conditions and underdeveloped 3PL are considered as main reasons of high‐logistics costs.
Considering the relatively low number and small size of the companies interviewed and taken part in the scorecard evaluations, more systematic research in the field is required. In addition, it should be mentioned that all interviewees seemed to be suspicious about intentions of the Finnish interviewer. Two interviewees openly asked if the research was aimed at commercial spying.
Considering the state, size and growth potential of Russian food market, the lack of research in the field is remarkable. This paper aims to bring new valuable information for both practitioners and academics while creating ground for future research in the field.
The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with…
The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This paper aims to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era.
Following an exploratory case-based design, this paper examines the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens.
First, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis.
This study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting of the crisis.
This study provides a novel and unique perspective on the role of SCA in crisis – in this case, the pandemic. This paper synthesises the empirical stories of the agile responses in the FSC and elaborates on the DC framework, to identify theoretical and practical implications. This paper establishes the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era.