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Www Currency Trading Strategies Tag Forex Robot Currency Trading Strategies A Model of Supply Chain Management Adapted for Agricultural Products - SEI数据库
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g p Strategies a Trading t Tag searcha Forex j Robot n Currency col asearchd Kumar (2002) took a broader approach by combining manufacturing and marketing functions into a global supply chain model that they then used to assess eight manufacturing-marketing strategies. However the model does not include the supply segments of the supply chain. Nagurney et al. (2003) developed a network equilibrium model for a global supply chain comprised of three tiers: manufacturer, retailer, and consumer. The model uses a variation inequality formulation to derive product shipments and price patterns in the network, assuming cooperation between tiers but competition within tiers.
As we have seen above, we could not find model specifically relating with the supply chain management of agricultural products. Even some researchers who tried to develop supply chain model for agricultural product like Vorst and Adrie (2001) focus only on timed colored Petri-nets to support decision-making when redesigning a supply chain for chilled food products. , Therefore it is necessary to look for a new general supply chain model which is adapted for agricultural products. This may result in a reduced bullwhip effect, lower inventory levels, reduced logistics costs, and advanced streamlined payments for the firm. These improvements appear to have helped produce macroeconomic benefits such as more stable economic output and higher productivity growth. It also has positive effect on how to identify Facilitate market access of agricultural commodities in developed and developing countries, notably by improving terms of trade, adapting multilateral trade rules to the institutional, human capital and infrastructural context and assisting in developing product quality and pre- and post-production standards.
Thus, this paper focuses on the model adaptation of supply chain management for agricultural products. With a necessary understanding of the characteristics, difficulties and problems of agricultural products, likewise it designs a model of supply chain management for agricultural products. By using a case study about coffee, this paper also illustrates the benefits and insights gained with this adapted modeling approach.
2 Uniqueness of Agricultural Products and Their Supply Chain Management
2.1 Pillar Industry of Agriculture Deserves Better Supply Chain Management in LDCs
The agricultural sector is the backbone of the economies of the least developed countries (LDCs). It accounts for a large share of gross domestic product (GDP) ranging from 30 to 60 percent in about two thirds of them), employs a large proportion of the labor force from 40 percent to as much as 90 percent in most cases), represents a major source of foreign exchange ranging from 25 percent to as much as 95 percent in three quarters of the countries, supplies the bulk of basic food and provides subsistence and other income to more than half of the LDCs' population.
2.2 Poor Supply Chain Management Resulting in Unfavorable International Agricultural Trade
However, the participation of LDCs in international agricultural trade is insignificant and has been declining. Their share in world agricultural exports has dropped steadily from 3.3 percent in 1970-79 to 1.9 percent in 1980-89 and a mere 1.5 percent in 1990-98. Their share in world imports has also declined, though much less so, from 1.8 percent in 1970 to 1.6 percent in 1998. While world agricultural trade (including the intra-trade of EU) expanded at an average annual rate of over 5 percent during 1990-98, exports from LDCs grew by only 3.9 percent, in contrast to 6.6 percent for the developing countries as a whole. Their market share of many key agricultural commodities has fallen significantly from the 1980s to the 1990s, by over 30 percent for such commodities as timber, coffee, tea and cocoa and about 20 percent for cattle (Brussels, 2001). This may be due to lack of information and lack of global market knowledge on how to inter to the market with capable knowing components of supply chain. For this there is no specific model today’s which can be directly applicable for agricultural products.
2.3 General Flowchart of Supply Chain of Ethiopian Coffee as a Case
Coffee, a typical agricultural product, is one of the most popular Fair Trade goods. Coffee is grown in a number of places around the world. In some countries, the coffee industry is a huge part of the economy. When coffee is grown, it must make its way from the farm to the customers’ coffee cup. Collectively, the path through which a product such as coffee makes its way from the farmer to the final consumer is known as the supply chain. As shown in Figure 1, both the Non-Fair Trade and the Fair Trade coffee supply chains start with the farmer who plants and then tends to coffee trees. The trees sprout the coffee “fruit” which is known as the “red cherry”. In Ethiopia, the red cherry is harvested from the trees by people who are employed by the farmers, or those independent contractors who are paid a couple of cents for every pound of coffee that they harvest, usually depending on how much money the farmer is able to pay and what prevailing wages are. At this point, the Fair Trade supply chain splits off from the rest of the coffee.
After the cherry is harvested, it is sold to wholesalers or collectors or to the cooperative. The cooperative washes, dries, and packages the coffee. It is transported from the inland rural farms to Addis Ababa for shipment to global Companies like Starbucks and Oxfam in the developed world. The Coffee may be sold by the farmer to the Fair Trade Cooperative of which he is a member. By law in Ethiopia, all coffee must be sold either at auction or through deals with cooperatives. Sometimes the coffee is bought by exporters. The global Companies like Oxfam and Starbucks roast and package the coffee to prepare for sale to the final consumer. Sales to the final consumer can happen either through those campaniles or through retail channels. The coffee is then sold by the exporter to a roasting company. The roasting company roasts the coffee, blends it with other kinds of coffee and prepares it for the final consumer. If the company sells bagged coffee, the coffee is bagged for sale. If the company operates coffee shops, the coffee is roasted and prepared for drinking. The coffee then makes its way to a consumer’s cup at a markup of 1200-1500% (or more) from the prices that are paid to farmers. On the other hand, the giant coffee franchise opposes Ethiopia’s efforts to trademark the names of its most famous coffee regions Sidamo, Yirgacheffe and Harar. Starbucks, after all, is already using those names to sell coffee for top dollars across the globe.
From the complex and special flowchart of coffee supply, we can conclude that the uniqueness of agricultural products should be fully understood and considered for any development of supply chain model with adaptation to agricultural products.
3 Design of Supply Chain Management Model for Agricultural Products
3.1 Foundations for Model Adaptation of Supply Chain Management
As discussed above, the supply chain of Ethiopian Coffee starting from planting the tree to the end consumers could not traced in the theoretical aspects of the supply chain model by Wu and O’Grady, (2001), and the other model of Ganeshan and Harrison (1995). However, both models are basically focused on manufacturing products, and ignore the characteristics of agricultural products at all. Though some researchers like Vorst and Adrie (2000) tried to develop some supply chain models for agricultural products, they more or less concentrated only on timed colored Petri-nets to support decision-making especially for the supply chain of chilled food products. So it is encouraging to come up with the new general model for agricultural products. Therefore, the following model (Figure 2) which is developed in this research may fill the existed gap.
3.2 Components of Supply Chain for Agricultural products
The supply chain has basically four components: (1) Production: where businesses focus on how much to produce, where to produce it, and what suppliers to use. (2) Inventory: where businesses decide where to store their products, and how much to store. (3) Distribution: where businesses address questions about how their products should be moved and stored. (4) Payments: where businesses look for the best ways to pay suppliers and get paid by customers.
The efficiency and effectiveness of a supply chain is contingent on the ability to gather and analyze important information through these components Supply chain management is one of the most important strategic aspects of any business enterprise. Decisions must be made about how to coordinate the production of goods and services, how and where to store inventory, whom to buy materials from and how to distribute them in the most cost-effective, timely manner.
3.3 Benefits of Supply Chain Model Adapted for Agricultural Products
In order to provide responsiveness, high frequency of delivery, controllable and reliable lead times, and involvement of a great diversity of outlets the new model will play an important role in agricultural supply chains. On the other hand, it helps to market developments demand that the agricultural supply chain of the future responds in a quick and high-frequent manner to changing market needs. Products would have to be delivered within a manageable manner. Thus, Customers will get the product with reasonable price. Quality will be guaranteed and the delivered product will show details of its origin. Besides the market, the transport of agricultural products would have to be organized more efficiently to conform to a higher utilization of loading capacity, and environmental-friendly concepts would have to be found. It can help to cater to the demands of the consumer, and, help to reduce unnecessary transportation costs. Also, the demands on the environment, space and living conditions of the farmers will be better.
4 Conclusions
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