Food System Dynamics (E-Journals)
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Analysis of the milk value chains in Ghana and Senegal: What can we learn?
Full text linkIn the absence of a significant increase in domestic milk production, Ghana and Senegal heavily depend on milk powder and other dairy products imports from EU member countries. Actors in the West African dairy sector have come under increasing pressure to compete with the cheap imported milk powder on their local markets. Therefore, this research study was intended to map and compare the structure of two milk value chains in Ghana and Senegal. For the collection of primary data, in-depth interviews were conducted with key informants. A total of 59 actors along the milk value chains were sampled and interviewed and the data was descriptively analyzed. The study results reveal that the local fresh milk value chain in Ghana is entirely separated from the milk powder value chain. Ghana's local milk value chain is informal, simple, and not well-developed compared to the imported milk powder value chain. The main actors in the fresh milk value chains are the input suppliers, producers (intensive, semi-intensive, extensive), collectors, processors, street vendors, financial and other services providers. The value chain that depends on imported milk powder is extensive compared to the local milk value chain. Its key players are importers, re-packagers, re-constitutors, processors, distributors, wholesalers, and retailers. In Senegal, the key actors are limited in number and include input suppliers, producers (pastoral, agro-pastoral, peri-urban), collectors, processors, importers, wholesalers, small retailers (small kiosks, shops etc.). Overall, the value addition practices were low as compared to the potential available for dairy production. Traditional milk processing is more dominant in both countries, and herders' wives transform fresh milk into butter cheese (known as wagashi) or curdled milk. The primary constraints identified in both countries are an insufficient supply of fresh milk in the dry season, high transport fares due to long distances to the milk collectors, lack of storage facilities, lack of credit facilities to the dairy value chain actors, insufficient extension support, poor road networks, and competition from imported milk. Nevertheless, the strong preference of consumers for fresh milk-based products in both coun-tries presents a great opportunity to the local dairy value chain actors
Improving the Evaluation of the Competitive Ability of the National Market of Meat and Meat Products of Kazakhstan
Full text linkThis article considers the economic nature of competition and competitive ability in modern conditions of economic development, reveals features of the competitive environment of the meat market, identifies factors for increasing the competitive ability of meat industry. The methodological foundations of increasing the competitiveness of the national market of meat products in Kazakhstan are examined. The provisions and principles of a systematic approach to ensuring the development of the meat industry in the agro-industrial complex are examined. The performance rating of livestock and poultry meat production in the countries of Central Asia is determined
Managerial Aspects of Forming Enterprises’ Competitive Advantages: The Case of Agri-food Sector
Full text linkThis study develops a methodological approach to evaluating the competitive advantages of agri-food companies in Ukraine. The materials used within the examination process were taken from 15 Ukrainian agri-food enterprises. The research methods were a multivariate linear regression model and cluster analysis. As a result of the regression model formation, a close relationship was revealed between firms’ competitiveness, potential, financial status, and production output and sales. Determination of the values of independent variables allowed predicting changes in the competitiveness of the studied agri-food enterprises for the next five years
“Value creation pays”: a business model canvas approach to improve post-production activities in Senegal’s broiler industry
Full text linkThe chicken production sector of Senegal has witnessed a significant growth after the ban on imported chicken meat was enacted in 2006. Nevertheless, the post-production sector which entails processing, distribution and marketing of chicken meat remains almost undeveloped. This study was carried out with an aim of first assessing activities in the post-production chain in detail, and second, proposing solutions for upgrade dwelling on the Business Model Canvas. As assumed, this study finds very minimal value addition activities in the chain. Moreover, processing, distribution and marketing activities pose significant health threats to consumers. Overall, an expansion of the cold chain and processing of broiler meat into pieces is recommended to ensure food safety and product diversity and accessibility. The business model canvas describes recommendations for improving activities in the chicken meat value chain and focuses on collaboration, sustainability, and scalability. The jobs created at the level of production due to the import ban could be of great importance to the economy of Senegal. For this reason, activities in the post-production chain should be given the needed attention
System Dynamics and Innovation in Food Networks 2022
Full text linkProceedings of the 16thInternational European Forum on System Dynamics and Innovation in Food Networks, organized by the International Center for Food Chain and Network Research,University of Bonn, GermanyFebruary 14-18, 2022, organized as online meetingofficially endorsed byEAAE(European Assoc ation of Agricultural Economists)IFAMA (International Food and Agribusiness Management Assoc.)AIEA2 (Assoc. Intern. di Economia Alimentare e Agro-Industriale)CIGR (Intern. Commission of Agric. and Biosystems Engineering)INFITA (Intern. Network for IT in Agric., Food and the Environmen
Sustainable value creation in fruit and vegetable companies: A case study
Full text linkThe increasing demand for sustainable products along with environmental and social concerns have prompted fruit and vegetable companies to move from classical to novel, sustainable business models through the implementation of sustainability practices. This study intends to explore this process of change using the Triple Layered Business Model Canvas (TLBMC). The theoretical framework of the TLBMC has been applied in a selected fruit and vegetable Spanish company. Based on the TLBMC depicted for the company, new business models could be generated by innovating strategically in a series of areas to improve the value proposition in terms of sustainability objectives. The suggested model provides an accessible representation of the company business system allowing to guide the creative process of presenting, communicating and implementing business model innovation
Emergent Organizational Networks: The Case of Food Hub Managers’ Advice Network
Full text linkThe literature on food hubs reveals networks play a critical role in food hub practitioners’ ability to gather information useful for their enterprises. However, there is a lack of knowledge on how the practitioners choose from whom to get information or advice. This study examines the role of individual-, tie-, and network characteristics on the likelihood of receiving advice. By collecting data from managers in the U.S. state of Michigan, the study applied the generalized linear mixed-effects regression method. The results show the strength of tie, transitivity, reciprocity, and alter’s area of expertise affect the likelihood of receiving advice
Farmer Brothers Company Proxy Contest: A Corporate Governance Case Study
Full text linkIn 2019, Farmer Brothers, a coffee and tea producer and distributor, was facing its second challenge to its board of directors from dissident founding family shareholders, who no longer held a controlling interest in the firm. Farmer Brothers defeated its first proxy contest in 2016, with shareholders and a major shareholder advising firm, International Shareholder Services, endorsing management. Since then, the performance of the company had declined, and its CEO replaced in May 2019. A new set of dissenting shareholders included the granddaughter of founder Roy Farmer and a former board of director member. The dissident shareholders were accusing Farmer Brothers’ management of failure to create firm value and of poor financial and operating performance from 2017 to 2019. Farmer Brothers shareholders needed to decide whether to support Farmer Brothers management’s slate of directors or director candidates promoted by dissident shareholders. This case study combines financial analysis (ratio and financial statement analysis, stock price performance, and firm valuation) with a close look at corporate governance
Obstacles for Agricultural Cooperatives in Russia: The Competencies of Experts
Full text linkThe Russian government wants to stimulate the development of cooperatives among private farmers. This study evaluates the competencies of the experts who are to guide potential members. The research team conducted a survey among these experts, measuring three theoretically derived dimensions of competencies: knowledge, skills, and attitudes. The results reveal that the experts’ competencies were poor. The respondents overestimated their competencies. Other factors as well indicate that the prospects for agricultural cooperatives are poor in Russia. The large agribusiness firms have a strong market position and much political power. The legal framework for cooperatives is dysfunctional
Untangling the confluence of two alternative food movements: local and organic
Full text linkTwo alternative food movements (AFMs)—local and organic—frequently appear together as “local organic food” in real settings as well as in academic studies. Why have the two AFMs been dealt with together despite their obviously different objectives? Through a review of the existing studies that have referred to the interactions of the two realms, I attempted to elucidate the overlap and identified nine factors linking the two AFMs: diversity in local food, bifurcation of organic food, sales channels to be expanded, substitutability, complementarity, competition in markets, trust on different levels, integration of society with nature, and community tradition