BỘ NÔNG NGHIỆP & PHÁT TRIỂN NÔNG THÔN BÁO CÁO THÁNG LẦN Tên dự án Nâng cao lực tiếp cận dịch vụ Kinh doanh nông nghiệp cho nông hộ Miền Trung Việt Nam Mã số dự án: 055/04VIE Đơn vị thực ĐẠI HỌC KINH TẾ HUẾ & ĐẠI HỌC LINCOLN Tháng 11, 2005 BẢNG NỘI DUNG THÔNG TIN ĐƠN VỊ TRÍCH LƯỢC DỰ ÁN BÁO CÁO TÓM TẮT 4 GIỚI THIỆU VÀ BỐI CẢNH TIẾN ĐỘ TỚI THỜI ĐIỂM BÁO CÁO 5.1 Những điểm đáng ý 5.2 Lợi ích cho nông hộ 5.3 Xây dựng lực 5.4 Xuất 5.5 Quản lý dự án CÁC VẤN ĐỀ ĐAN CHÉO 6.1 Môi trường 6.2 Các vấn đề giới xã hội NHỮNG VẤN ĐỀ VỀ THỰC HIỆN VÀ TÍNH BỀN VỮNG 7.1 Những khó khăn trở ngại 7.2 Giải pháp 7.3 Tính bền vững CÁC BƯỚC QUAN TRỌNG TIẾP THEO 9 KẾT LUẬN 11 10 CAM ĐOAN 11 10.1 Nhân 11 10.1.1 Nhân Úc bố trí 11 10.1.2 Nhân Việt Nam bố trí 12 10.2 Thiết bị dịch vụ khác 13 10.3 Bàn giao thiết bị dịch vụ 14 10.4 Tiến độ dự án theo mục tiêu, kết đầu ra, hoạt động đầu vào đề xuất 15 10.5 Chương trình tập huấn KDNN 20 10.6 Hội thảo khai trương dự án Agribiz 22 10.7 Danh sách cán tham gia khoá Tập huấn 23 10.8 Danh sách cán tham dự Hội thảo Khai trương dự án 24 11 APPENDIX 25 11.1 Lectures by Prof Keith Woodford (2 lectures) 25 11.2 Lectures by Dr Sandra (03 lectures) 37 THÔNG TIN ĐƠN VỊ Tên dự án Nâng cao lực tiếp cận dịch vụ Kinh doanh nông nghiệp cho nông hộ Miền Trung Việt Nam Đơn vị Việt Nam Khoa Kinh tế Phát triển, trường Đại học Kinh tế Huế Giám đốc dự án phía Việt Nam Ts Mai Văn Xuân Đơn vị Úc Đại học Lincoln Nhân Úc Giáo sư Keith Woodford Ngày bắt đầu Tháng 2, 2005 Ngày kết thúc (dự kiến) Tháng 12, 2007 Ngày kết thúc (đã có thay đổi) Tháng 12, 2007 Chu kỳ báo cáo Tháng 2-7, 2005 Cán liên lạc Phía Úc: Cố vấn trưởng Tên: Gs Keith Woodford Chức vụ: Professor of Farm and Agribusiness Management Lincoln University Tổ chức: Điện thoại: +64 3252811, +64 3253604 Fax: +64 3253244 Email: Woodfork@lincoln.ac.nz Điện thoại: +64 3252811, +64 3253604 Fax: +64 3253244 Email: Woodfork@lincoln.ac.nz Phía Úc: Đầu mối liên hệ hành Tên: Gs Keith Woodford Chức vụ: Giáo sư Quản lý KDNN Trang trại Đại học Lincoln Tổ chức: Phía Việt Nam: Liên hệ hành Tên: Chức vụ: Tổ chức: Ts Mai Văn Xuân Điện thoại: Giám đốc dự án; Trưởng khoa Kinh tế Phát triển Fax: Đại học Kinh tế Huế Email: 84-54-538332; 536665 0914019555 84-54-529491 xtq2003@dng.vnn.vn TRÍCH LƯỢC DỰ ÁN Dự án Agribiz thực nhằm phát triển kĩ KDNN cho đội ngũ cán giảng dạy nghiên cứu Khoa KT&PT, Đại học Kinh tế Huế để họ trở thành nguồn lực chiến lược cho việc phát triển nông thôn Miền Trung, Việt Nam Sự thiếu sót kĩ KDNN dẫn đến hạn chế việc cải thiện sinh kế cho nông hộ, bao gồm dân tộc thiểu số Chính phương pháp Dự án phía đối tác Úc Đại học Lincoln, New Zealand phát triển kĩ KDNN nghiên cứu ứng dụng cho đội ngũ Khoa Kinh tế & Phát triển thời hạn năm Chương trình thực giai đoạn chính: điều tra thực tế để xác định nhu cầu KDNN nông hộ cán cung cấp dịch vụ nông nghiệp tỉnh Nghệ An, TTHuế, Kon Tum, Quảng Ngãi; xây dựng, tiến hành phát triển khóa tập huấn cho đội ngũ cán Đại học Kinh tế Huế, cán cung cấp dịch vụ nông hộ Kết mong đợi là: Đội ngũ Khoa KT&PT nâng cao kĩ nghiên cứu ứng dụng, giảng dạy, nghiên cứu tư vấn, với đội ngũ cán cấp tỉnh, huyện nâng cao lực thực việc đào tạo KDNN cho nông dân để từ hoạt động hiệu với hỗ trợ Sở NN&PTNT, phòng NN huyện HTX BÁO CÁO TÓM TẮT Dự án Agribiz, nâng cao lực tiếp cận dịch vụ KDNN cho nông hộ Miền Trung Việt Nam thực với mục tiêu phát triển nguồn lực KDNN bền vững Đại học Huế, Đại học Kinh tế, Khoa Kinh tế Phát triển Vào tháng năm 2005, cán trường Đại học Lincoln viếng thăm Việt Nam Đây hoạt động dự án Trong chuyến viếng thăm đó, kế hoạch hành đồng cho năm 2005 thảo hàng loạt hoạt động điều tra nông hộ Bên cạnh phương pháp phân tích KDNN trang trại phát triển thống Tiếp cán trường Đại học Lincoln chuẩn bị tài liệu cho khố tập huấn phân tích quản lý KDNN phân tích chuỗi cung KDNN Một trang web dự án phát triển Ban điều hành dự án nhóm nghiên cứu thiết lập Khoá tập huấn “Phương pháp nghiên cứu ứng dụng KDNN” tiến hành cho đối tượng cán Khoa KT&PT cán sở NN&PTNT tỉnh Nghệ An, Thừa Thiên Huế, Kontum Quảng Ngãi từ ngày 13 đến 19 tháng năm 2005 Tiếp Hội thảo khai trương dự án tổ chức với tham gia đội ngũ cán sở NN&PTNT tỉnh cán Đại học Kinh tế Huế Các cán sở tham gia vào việc hoạch định phương pháp nghiên cứu cho tỉnh dự án Kế hoạch hành động cho giai đoạn dự án bao gồm điều tra tỉnh Thừa Thiên Huế từ tháng 8-10 năm 2005 Một hội thảo tổ chức vào tháng 11 năm 2005 để xem xét kết điều tra đánh giá phương pháp áp dụng Điều tra nông hộ mở rộng cho tỉnh lại hội thảo GIỚI THIỆU VÀ BỐI CẢNH Dự án Agribiz thực với mục tiêu phát triển nguồn lực giảng dạy KDNN bền vững ĐHKT Huế Đặc điểm Miền Trung Việt Nam tình trạng nghèo đói, đặc biệt nhóm dân tộc thiểu số Và mục tiêu nhiều nhà tài trợ nhiều chương trình phủ Việt Nam khn khổ Chiến lược phát triển xố nghèo toàn diện Các tổ chức giáo dục Miền Trung lại có nhiều hạn chế nên hỗ trợ tốt cho dự án phát triển nơng thơn diễn vùng Các chương trình nông nghiệp phát triển nông thôn Việt Nam gặp hạn chế thiếu kiến thức kĩ đội ngũ cán tỉnh nhà tư vấn địa phương Khi Việt Nam chuyển trọng tâm từ an ninh lương thực sang trọng tâm tạo thu nhập kĩ KDNN quan trọng KDNN lĩnh vực nghiên cứu Việt Nam có trường đại học ĐHKT Huế Đại học Nông nghiệp I Hà nội đại học An Giang có chương trình đào tạo chuyên ngành Đại học Lincoln New Zealand (LU) phát triển chuyên ngành KDNN 70 năm Kinh tế nước lại lệ thuộc vào nông nghiệp; khoa học ứng dụng KDNN phát triển đóng góp đáng kể vào phát triển kinh tế thông qua giáo dục, đào tạo nghiên cứu Trong khuôn khổ quan hệ hợp tác với ĐHKT Huế, Đại học Lincoln phát triển tiến hành chương trình xây dựng lực KDNN nhằm đáp ứng nhu cầu Miền Trung Việt Nam Cụ thể mục tiêu kết qủa mong muốn dự án Agribiz sau: Mục tiêu: Mục tiêu Dự án nâng cao lực tiếp cận dịch vụ KDNN cho nông hộ miền trung Việt Nam cách cung cấp cho họ kĩ KDNN cần thiết Từ họ cải thiện sinh kế Kết mong đợi: • Đội ngũ cán Khoa Kinh tế & Phát triển phát triển kĩ nghiên cứu ứng dụng giảng dạy KDNN, cố vấn nghiên cứu • Đại học Kinh tế Huế cải thiện chương trình giảng dạy KDNN • Đội ngũ cán Tỉnh nâng cao kĩ KDNN có khả tiến hành khóa đào tạo KDNN cho nơng hộ • Từ nơng hộ có kĩ KDNN tốt hơn, hoạt động có hiệu với hỗ trợ Sở NN & PTNT Tỉnh, HTX phòng NN huyện Cách tiếp cận phương pháp luận Dựa vào học có từ hoạt động xây dựng lực, hoạt động phát triển nông thôn trước đối tác miền Trung kinh nghiệm trường Đại học Lincoln dự án xây dựng lực khác Dự án cần nhận thức rõ nhu cầu thời gian đội ngũ cán tổ chức giành cho công việc thường xuyên họ phải phân đoạn dự án phù hợp với thời gian mà đội ngũ cán có Một phần quan trọng phương pháp tiếp cận tồn diện tìm hiểu nhu cầu kiến thức kĩ KDNN nông nghiệp, đặc biệt nông hộ (bao gồm dân tộc thiểu số phụ nữ) đơn vị dịch vụ khuyến nông tỉnh Hoạt động tạo sở phát triển cho hoạt động Đặc điểm phương pháp thực dự án sau: • Phát triển nguồn lực giảng dạy KDNN ĐHKT Huế thơng qua tập huấn (chương trình tập huấn, ghi chú, v.v) • Chương trình đào tạo cần thiết kế dựa việc đánh giá nhu cầu đối tượng liên quan dự án • Đầu vào dự án phân thành giai đoạn để ý tưởng khái niệm thấu hiểu đầy đủ • Các chuyên gia ĐH Lincoln trao đổi kinh nghiệm cho cán ĐHKT Huế • Liên kết ý tưởng phát triển nông thôn Miền Trung Việt Nam Các nhóm tiêu điểm đối tượng liên quan dự án cung cấp thường xuyên thông tin cập nhật hoạt động dự án Phương pháp luận Phương pháp luận bao gồm: • Đào tạo cho cán ĐHKT Huế phương pháp nghiên cứu ứng dụng KDNN • Điều tra nhu cầu KDNN tỉnh Thừa Thiên Huế-nông dân, thành phần cung cấp dịch vụ • Điều tra tỉnh lại • Phân tích liệu phát triển khố tập huấn KDNN cho đối tượng tham gia dự án • Tiến hành khố tập huấn- phát triển trình độ cho cán khuyến nông tỉnh chuyên ngành KDNN • Phát triển chương trình giảng dạy KDNN ĐHKT Huế • Trình bày kết dự án thơng qua buổi seminar, hội thảo tài liệu xuất Phương pháp luận ban đầu bổ sung Cả hai phía ĐHKT ĐH Lincoln định tiến hành điều tra thử nghiệm tỉnh Thừa Thiên Huế sau tiến hành tỉnh cịn lại Phương pháp kết nghiên cứu đội ngũ cán Đại học Lincoln đánh giá vào tháng 11 năm 2005 Phần bao gồm Hội thảo kết nghiên cứu tỉnh lại TIẾN ĐỘ TỚI THỜI ĐIỂM BÁO CÁO 5.1 Những điểm đáng ý Đến thời điểm này, dự án thực hoạt động sau: • Giáo sư Keith Woodford Stewart Pittaway hoành thành chuyến viếng thăm Huế vào tháng năm 2005 Trong chuyến viếng thăm chương trình dự án xem xét kế hoạch cho năm 2005 hoàn tất Một số điều tra nông hộ tiến hành phương pháp nghiên cứu dựa phương pháp nghiên cứu trường hợp phát triển • Khố tập huấn chương trình Hội thảo khai trương dự án: - Giáo sư Keith Woodford; ông Pittaway tiến sĩ Sandra Martin có đợt làm việc kéo dài tuần với trường Đại học Kinh tế Huế vào tháng năm 2005 Và thời gian từ 13 đến 19 tháng năm 2005, khoá tập huấn phương pháp nghiên cứu ứng dụng KDNN tổ chức, bao gồm điều tra nông hộ để phát triển phương pháp nghiên cứu trường hợp Chương trình đào tạo cho khố tập huấn ghi khố tập huấn trình bày phần Phụ lục Khoá học nhận xét đánh giá học -Hội thảo khai trương dự án thức tổ chức vào ngày 21 tháng năm 2005 Xem phần Phụ lục chương trình Hội thảo danh sách cán tham dự 5.2 Lợi ích cho nơng hộ Cho đến thời điểm chưa có lợi ích rõ ràng cho nơng hộ 5.3 Xây dựng lực Hoạt động xây dựng lực bắt đầu chuyến làm việc cán trường Lincoln, tập trung vào giới thiệu phương pháp nghiên quản lý KDNN trang trại cho đội ngũ cán Đại học Kinh tế Huế Thông qua nhiều chuyến viếng thăm đến loại hình trang trại khác với đặc điểm khái niệm khác KDNN, đội ngũ cán trường phát triển kĩ phân tích trang trại Tuy nhiên, việc phát triển kĩ mức ban đầu Khố học thức tiến hành vào tháng năm 2005, tập trung vào phần chính: Phân tích KDNN trang trại phân tích chuỗi cung KDNN Tham gia vào khố học gồm có cán Đại học Kinh tế Huế cán sở NN&PTNT tỉnh Thừa Thiên Huế, Nghệ An, Kontum Quảng Ngãi 5.4 Xuất • Hội thảo khai trương dự án thức tổ chức vào ngày 21 tháng năm 2005 Các phóng viên nhà báo từ Đài truyền hình Huế vấn Giám đốc dự án, Điều phối viên dự án nhà lãnh đạo trường Đại học Lincoln Chương trình lên sóng vào tối hơm • Một trang web dự án lập nhằm đăng tải tin tức cập nhật dự án Nội dung trang web trình bày tiếng Anh tiếng Việt www.vietnamagribusiness.org • Dự án giới thiệu cho Thủ tướng Phan Văn Khải quan chức cấp cao khác chuyến viếng thăm đến New Zealand vào tháng năm 2005 5.5 Quản lý dự án Một ban quản lý dự án trường Đại học Kinh tế thiết lập • Ngay sau dự án chấp thuận, Ban điều phối dự án thiết lập Kể từ thành lập nay, Ban hoạt động có hiệu quả, đóng góp lớn vào thành cơng khố tập huấn Hội thảo khai trương dự án • Các nhóm nghiên cứu dự án hình thành để tiến hành hoạt động nghiên cứu có liên quan đến dự án hệ thống nông nghiệp, thành phần KDNN phân tích kết điều tra • Một mạng lưới cộng tác viên Sở NN&PTNT thiết lập • Sau thành viên ban quản lý dự án: Hình 1: BAN QUẢN LÝ DỰ ÁN TẠI ĐẠI HỌC KINH TẾ HUẾ Ban điều phối dự án Giám đốc: Ts.Mai Văn Xuân Điều phối viên: Ts Bùi Dũng Thể Thư ký: Hồ Thị Quý An Thành viên Ts Phùng Thị Hồng Hà Trưởng nhóm điều tra Thành viên Ts Trần Văn Hồ Trưởng nhóm điều tra Thành viên Ths Lê Sỹ Hùng Trưởng nhóm điều tra Thành viên Ths Nguyễn Ngọc Châu Trưởng nhóm điều tra Hình 2: CÁC NHĨM NGHIÊN CỨU Phạm Thị Thanh Xuân Phan Thị Nữ Lê Nữ Minh Phương Trương Chí Hiếu Lê Thị Hương Loan Phùng Thị Hồng Hà Lê Sỹ Hùng Nguyễn Hữu Xuân Phan Văn Hồ NHĨM NGHIÊN CỨU CHÍNH Trần Đồn Thanh Thanh Trần Minh Trí Nguyễn Văn Cường Trương Tấn Quân Nguyễn Lê Hiệp Nguyễn Quang Phục Nguyễn Đình Chiến Lê Thị Kim Liên Trần Văn Hoà Nguyễn Ngọc Châu Nguyễn Thị Thanh Bình Nguyễn Bá Tường CÁC VẤN ĐỀ ĐAN CHÉO 6.1 Mơi trường Khố tập huấn trọng đến vấn đề môi trường Phương pháp quản lý KDNN trang trại trọng đến sinh kế bền vững cho nông hộ Trong chuyến khảo sát phân tích trang trại, vấn đề môi trường việc sản xuất xác định xem xét thông qua kế hoạch phát triển trang trại Những vấn đề khác an toàn lương thực đưa vào phân tích chuỗi cung KDNN trang trại 6.2 Các vấn đề giới xã hội Mối quan tâm vấn đề giới cân nhắc kĩ hình thành nhóm nghiên cứu lựa chọn đối tượng tham dự khố tập huấn Thế nên khoảng ½ số học viên tham gia tập huấn nữ Đợt điều tra khảo sát nông hộ tập trung vào đối tượng nam giới nữ giới Những nhóm dân tộc thiểu số xem đối tượng mục tiêu đợt khảo sát này, đặc biệt nhóm dân tộc thiểu số sinh sống vùng đồi núi tỉnh Thừa Thiên Huế NHỮNG VẤN ĐỀ VỀ THỰC HIỆN VÀ TÍNH BỀN VỮNG 7.1 Những khó khăn trở ngại Thiếu hụt lực quản lý KDNN quan trọng cho hai đối tượng- đội ngũ cán giảng dạy nghiên cứu Khoa Kinh tế Phát triển cán đơn vị khuyến nông tỉnh đơn vị liên quan khác Ở trường Đại học Kinh tế chương trình giảng dạy chuyên ngành KDNN thực hiện; đội ngũ cán trường cịn hạn chế chun mơn giảng dạy chun ngành họ đào tạo giảng dạy chủ yếu kinh tế nông nghiệp Kiến thức họ quản lý trang trại KDNN hạn chế, đặc biệt sản xuất nhỏ Ngoài lực tiến hành nghiên cứu ứng dụng, phân tích kết nghiên cứu phát triển chương trình để thực kết nghiên cứu cán trường hạn chế, đặc biệt cấp độ quy mô nhỏ Kinh nghiệm kiến thức quản lý KDNN đội ngũ khuyến nông tỉnh cịn hạn chế Việc phân tích đối tượng hưởng lợi dự án cho thấy khơng có cán Sở NN&PTNT tỉnh Nghệ An, Thừa Thiên-Huế, Quảng Ngãi Kon Tum đào tạo quy KDNN Việc phân tích đối tượng hưởng lợi tỉnh Thừa Thiên-Huế cho thấy 60-70% đội ngũ cán HTX nông nghiệp, đơn vị hỗ trợ hoạt động KDNN, không đào tạo lĩnh vực chủ yếu liên quan đến KDNN Như vậy, có thiếu hụt lực KDNN đơn vị khuyến nông tỉnh xã 7.2 Giải pháp Dự án giải thiếu hụt lực cấp tổ chức thông qua hoạt động dạy học cho đội ngũ Khoa, bao gồm khoá đào tạo quản lý KDNN phương pháp nghiên cứu ứng dụng Việc điều tra nơng hộ, phân tích kết thiết lập chương trình nhằm đáp ứng nhu cầu đào tạo KDNN nông hộ trợ giúp.Sự thiếu hụt lực lĩnh vực dịch vụ khuyến nông giải thông qua nhiều hoạt động đào tạo 7.3 Tính bền vững Cho đến thời điểm chưa dám khẳng định vấn đề Tuy nhiên, phương pháp ứng dụng phần đảm bảo tính bền vững dự án tiếp tục tác động đến dự án thông qua hoạt động xây dựng lực cho đội ngũ cán Khoa, cán khuyến nông Tỉnh, huyện cho đối tượng nông dân CÁC BƯỚC QUAN TRỌNG TIẾP THEO Các hoạt động thực tháng tới: • Từ tháng đến 11 năm 2005: Tiến hành điều tra khảo sát KDNN nông hộ kĩ nhu cầu KDNN cán khuyến nông tỉnh Thừa Thiên Huế Như đề cập phần 4, hoạt động bổ sung cho chương trình dự án • Từ tháng 11, 2005 đến tháng 4, 2006: Tiến hành điều tra nghiên cứu trường hợp để xác định KDNN nông hộ kĩ nhu cầu tập huấn cán khuyến nông tỉnh khác Nghệ An, Kontum, Quảng Ngãi • Tháng 2, 2006: Một số cán trường Đại học Kinh tế sang thăm làm việc New Zealand 10 VI Performance Indicators The above discussion of supply chains and their functions gives indicators of the attributes of wellfunctioning and highly performing supply chains These performance attributes are both macro level and micro level Macro level indicators are those that refer to performance attributes of the entire chain, while micro level indicators refer to the performance attributes of individual supply chain functions These chain performance indicators are: a Macro level performance indicators V having a whole chain focus that is consumer driven and meets consumer and intermediate customer requirements (effective) V being cost effective over the entire span of the chain (efficient) V being more effective and efficient than competing supply chains (superior benchmark performance) V chain stability over time (long-term sustainable returns for all chain members) b Micro level performance indicators V product transformation and enhancement at each point in the chain is done to meet the needs of intermediate customers (effective and efficient value creation along the chain) V integration of processes along the chain occurs seamlessly (effective and efficient value creation along the chain) V products are transported efficiently and product quality is maintained (efficient logistics and effective quality control along the chain) V information flows freely both up and down the chain (effective and efficient information transmission supporting value creation) V effective vertical integration of processes within key firms and effective relationship management (effective structures that facilitate value creation) It is important to note that, if an agribusiness supply chain exhibits both these macro and micro level performance attributes, then it will have a sustainable competitive advantage over competing supply chains Co-operative market driven supply chains are likely to be much more successful over the longterm than opportunistic market reactive supply chains However, this is not always the case, since for some supposedly market driven cooperative chains, consumer loyalty may still be ephemeral if the product being supplied is a fashion or luxury item with a short product life cycle Likewise, some chains with an opportunistic orientation can be very successful over the long-term, particularly where they are commodity chains that have a price advantage over competitors In addition, some opportunistic chains can be very successful in returning high profits to all chain members in the boom phase of a boom and bust cycle Workshop Exercise: For your supply chain, comment on its performance in terms of: ° Macro level indicators ° Effective (consumer driven whole chain focus) ° Efficient (cost efficient over the span of the chain) ° Superior performance to competing chains ° Stable over time ° Micro level indicators ° Effective value creation along the chain (product transformation and enhancement) ° Effective and efficient integration of processes along the chain ° Efficient logistics and effective quality control (product maintenance) ° Effective and efficient information flows up and down the chain ° Effective vertical integration and relationship management along the chain 47 VII Impediments to Performance Once supply chains and their functions are understood, and it is clear how indicators of high performance emerge from these, then potential impediments to chain performance can be sensibly discussed There are four fundamental impediments to good supply chain performance These are: ° ° ° ° The chain does not have a supply chain orientation; The chain lacks the resources to be competitive; There are poor information flows within the chain; and Infrastructure is inadequate to support the chain However, these impediments are not exclusive, and there may be other impediments to chain performance for agribusiness supply chains in the Oentral Region of Vietnam Any such additional impediments would only become obvious after analyses of these supply chains Likewise, the relative importance of the different impediments discussed above will only become apparent after a supply chain analysis (a)Lack of Supply Chain Orientation If a chain does not have a supply chain orientation, then it will be an opportunistic chain where chain partners are not customer focussed and not work together to create value for the final consumer Relationships along the chain are likely to be antagonistic with vertical levels of the supply chain not working together to ensure seamless integration of processes and customer focussed value creation along the chain There can be several reasons for this situation First, the chain may be selling into a commodity price driven market where there is little differentiation between product supplied by alternative chains, and so an opportunistic approach permeates the behaviour of the entire chain In these markets, there may actually be no point of differentiation between the product offered by competing chains, or it may be that a chain leader in a particular chain has not identified and exploited differentiating characteristics of the chain’s product that might be valued by consumers ‘Supply push’ (rather than customer driven ‘demand pull’) chains often exhibit this characteristic Second, the product may be a minor industrial ingredient into a highly processed product, and while there may be a supply chain orientation from the manufacturer to the final consumer, the chain may be opportunistic prior to this, with the manufacturer having a ‘footloose’ relationship (with no loyalty attached to it) with suppliers of the minor ingredient This will then force these suppliers, in their turn, to also take an opportunistic approach Third, competitive forces at various points in a chain may be so fierce that a supply chain orientation breaks down and opportunism prevails This is often noticeable, for example, when temporary overcapacity exists in a sector of an industry, such as processing To ensure throughput, processors then compete vigorously for supply In these situations, chain loyalty by suppliers tends to evaporate as they chase the high short-term prices offered by desperate competing processors Allied to this, a chain may lack a supply chain orientation because of distortions in markets caused by the intervention of domestic or overseas governments Such government interference (for example, price pooling arrangements) can often blunt price, quantity and quality signals from the market, which will also encourage chains to break down (b) Lack of Chain Resources Lack of resources can also be an impediment to chain performance For example, a chain may not have any innate competitive advantage over competing chains because its natural (physical) resources are inferior, or it may not have the necessary scale to meet customer requirements, and hence, its cost structure may not be competitive Likewise, a lack of capital at various points in the chain may impede performance For example, lack of savings or the inability to access credit may make it difficult for producers to create the value required by their customers 48 Similarly, the human resource base may not be sufficient to deliver high chain performance For example, producers or processors might not have the necessary knowledge or skills to produce or process a particular product correctly and to customer specification Likewise, they might not have the business skills to participate successfully in chains (c) Poor Information Flows Inadequate information flows up and down the chain can also impede chain performance In a chain with a supply chain orientation, the chain leader will take responsibility for ensuring that information on customer and product requirements flows smoothly up and down the chain and may even undertake training functions to show those below (and even above) them in the chain how to grow, process, handle or even consume the product In opportunistic chains, such responsibility is often abdicated to some extent, with the result that chain participants, such as producers or processors, may have little understanding of market requirements and how to meet these requirements In opportunistic chains also, price information tends to be opaque and disconnected along the chain Because relationships between levels in the chain tend to be antagonistic, one level in the chain has little incentive to engage in open information sharing with the level below them For example, buyers may promulgate their price, the broad product specifications (or quality standards) that they require and little else, leaving producers to work out for themselves whether this is a fair or good deal, and how to meet their buyer’s requirements Because the price information that they are accessing is minimal, producers will be unaware of longer-term market trends and the implications of this for returns to them in the future Poor information flows can also result if chains are very long; that is, there is a lot of processing, many links in the chain, and the product physically travels long distances This situation can be compounded by inadequate communication systems, which means that earlier links in the chain are unaware of the requirements of later links (d) Inadequate Infrastructure Poor logistics and infrastructure can also impede supply chain performance This includes lack of infrastructure provision, such as roads, shipping services or air links, the scheduling of transport services and the availability of transport providers at reasonable cost The lack of adequate packing facilities and cool (or cold) chain procedures also impacts on supply chain performance by making it difficult to maintain product quality Workshop Exercise: For your supply chain, discuss impediments to performance, such as: ° Lack of a supply chain orientation ° Lack of chain resources ° Poor information flows ° Inadequate infrastructure VIII Conclusion The aim of this paper has been to provide a conceptual understanding of Agribusiness Supply Chain Management For convenience, the key concepts that have been discussed are summarised below in bullet point form: o The span of the chain o The importance of the final consumer o The threat posed by competing supply chains o Value creation along the chain through the alignment of suppliers and intermediate customers along the chain Value creation for a firm by using its resources to create a margin by: o Conducting firm operations through product transformation and enhancement o Linking with suppliers through purchases, logistics and product maintenance o Linking with customers through sales, logistics and product maintenance 49 Value creation along the chain by interlinking firms and processes Value creation along a chain can be restated in terms of supply chains functions Value creation through: o Firm operations o Integration of processes o Logistics and quality control (product maintenance) Supported by: o Information flows Achieved through: o Vertical integration by a key player o Relationship management Where relationships, these may vary from arm’s length to contracts to very close alliances The role of the chain leader o in matching the market with chain resources o setting standards and processes for the chain o internalising key functions through integration or tight relationships Co-operative and opportunistic chains where o Co-operative chains are stable, market driven and have a supply chain orientation with committed members o Opportunistic chains are unstable, market reactive with members lacking commitment Various types of relationships depending on chain orientation Well-performing supply chains have macro and micro level performance indicators Macro level performance indicators are: o A whole chain focus that is consumer driven (effective) o Cost effective (efficient) over the span of the chain o More efficient and effective than competing supply chains o Stable over time Micro level performance indicators are: o Effective and efficient value creation along the chain through product transformation and enhancement o Effective and efficient value creation along the chain through seamless integration of processes along the chain o Efficient logistics and effective quality control (product maintenance) to create and maintain value o Free flows of information along the chain to support value creation o Effective use of vertical integration and relationship management to facilitate value creation Highly performing supply chains will have a sustainable competitive advantage over competing supply chains Four fundamental impediments can impede supply performance o Lack of a supply chain orientation o Lack of chain resources to be competitive o Poor information flows along the chain o Inadequate infrastructure to support the chain Chains can lack a supply chain orientation because 50 o They operate in a commodity market with little product differentiation o They are producing a minor industrial ingredient o Competitive forces may be fierce at particular points in the chain o Chains may lack resources because o Natural (physical) resources have no innate competitive advantage o Lack of capital and access to savings and credit o Lack of knowledge or skills in human resource base Information flows may be poor because o The chain is opportunistic and o Chain relationships are antagonistic o Chains are very long in both physical distance and degree of product transformation Infrastructure may be inadequate because of o Poor road, shipping and air links o Transport providers not available at reasonable cost o Inadequate packing facilities and cool or cold chain procedures Other impediments to chain performance may emerge during a supply chain analysis LECTURE 3: ‘AGRIBUSINESS SUPPLY CHAIN ANALYSIS’ I Introduction In the document on Agribusiness Supply Chain Management Concepts, supply chains and their features were discussed, along with attributes of well-functioning and highly performing chains In addition, possible impediments to chain performance were identified In this document, the concepts that were discussed in the earlier document are operationalised, and a workable methodology for analysing agribusiness supply chains that can give some indication of their performance, and impediments to their performance, is presented There are six sections in this document Section A reviews performance indicators and impediments to supply chain performance Section B outlines the basic methodology Section C covers chain selection Section D focuses on information gathering, and Section E on analysis In Section F, some comments are made on report writing A Performance Indicators and Performance Impediments Before attempting to analyse supply chains, it is necessary to recall the performance attributes of highly performing chains are both macro level and micro level Macro level indicators refer to performance attributes of the entire chain, while micro level indicators refer to the performance attributes of individual supply chain functions These chain performance indicators are: Macro level performance indicators: having a whole chain focus that is consumer driven and meets consumer and intermediate customer requirements (effective) being cost effective over the entire span of the chain (efficient) being more effective and efficient than competing supply chains (superior benchmark performance) chain stability over time (long-term sustainable returns for all chain members) Micro level performance indicators: product transformation and enhancement at each point in the chain is done to meet the needs of intermediate customers (effective and efficient value creation along the chain) products are transported efficiently and product quality is maintained (efficient logistics and effective quality control along the chain) information flows freely both up and down the chain (effective and efficient transmission) 51 processes along the chain occur seamlessly (effective relationship management) In the previous paper, it was argued that agribusiness supply chains that exhibit both these macro and micro level performance attributes will have a sustainable competitive advantage over competing supply chains It is also useful to bear in mind that there can be impediments to successful chain performance Four fundamental impediments are: The chain does not have a supply chain orientation; The chain lacks the resources to be competitive; There are poor information flows within the chain; and Infrastructure is inadequate to support the chain There may also be other impediments that could emerge during an analysis of supply chain performance Methodology for Analysing Supply Chains Supply chains are vertical entities; that is, they are made up of a number of organisations that interact with each other Therefore, to make sense of chain performance, the whole chain must be studied That is, the unit of analysis is the chain, ideally from input supply to final consumer, though in practice, it may not be possible to cover the entire span of the chain The performance indicators and impediments to performance outlined above suggest that a very in-depth understanding of the various chain functions and organisations along the chain is required This requirement for in-depth analysis combined with a complex unit of analysis covering a number of organisations suggests that the case study approach is a suitable methodology to use This methodology is now widely used in business research in situations where depth is required and there is complexity associated with the research questions or the unit of analysis As with any research, either quantitative or qualitative, there are three basic tasks – sampling, information gathering and analysis, or to put it more simply, who to ask, what to ask them, and how to make sense of what they tell you With case study work, there is also an additional task, which is how to write the case study up With quantitative research, these three questions are guided by strict statistical procedures With qualitative research – such as case study methodology – this guidance is absent Moreover, they are often not predetermined, with an interviewee being selected, then interviewed, then the interview being analysed prior to the next interviewee being selected However, this type of research is no less rigorous, since all decisions relating to these three questions must be defensible In the following Sections, a systematic approach to sampling, interviewing and initial analysis is recommended, which is highly defensible The sampling process used is justifiable, the interview schedules are systematic and have been based on theory, and the analysis has been systematically done and linked back to the objective of the supply chain analysis, which is to evaluate supply chain performance and to identify any impediments to this performance As such, the recommended approach for analysing agribusiness supply chains fulfils the requirements of rigorous case study (qualitative) research As with most research, supply chain analysis will be constrained by resource availability and information deficiencies In particular, some of the information required to make judgments on chain performance will be commercially sensitive and therefore, unlikely to unavailable However, by using other approaches as a proxy for direct questioning on these commercially sensitive issues, it is still possible to undertake a robust analysis of supply chains Chain Selection Product Selection Chain selection should be guided by the purposes of the research The Agribusiness Supply Chain Component of the CARD program focusses on the ‘market-led’ part of the ‘farmerfirst’ approach, and places the farm business within the wider context of the supply chain The ultimate goal of this component of the program is to increase returns that farmers can earn by changing the way that they interact with their supply chains Therefore, the reason for doing the supply chain analysis is to gain an understanding of the performance of these chains and to identify impediments to their performance 52 The farm management component of the CARD program will generate case studies of farms that are representative of each of the major ecological zones in the Oentral Region of Vietnam In order to place these farms within their wider supply chain context, the supply chains to be analysed should be those that are representative of the most important products that are produced on these case study farms Mapping Alternative Supply Chains Thus far, a decision has only been made on which product from the case study farms to study However, a farmer might have the option of selling the selected product through a number of different supply chains (marketing channels) Therefore, a choice will need to be made on which of these chains to analyse in greater depth A useful way to guide this more detailed selection of chains is to draw a map (or diagram) of all the alternative supply chains (or marketing channels) through which a farmer can sell the selected product Start with the farmer and identify all the chains available Then track these chains down to the end consumer if possible, or if it is not, as far down the chain as feasible (eg to point of export) As you trace the product down the chain, identify the extent of product transformation (processing) or enhancement (cleaning, grading, packaging, presentation) that occurs at each point in each chain Also identify the ‘margin’ at each point in the chain; that is, the buying price of the product before processing or enhancement, and the price that the product is sold for after these value creation activities have taken place Once this map of alternative supply chains has been drawn, analyse the alternative supply chains from the information that you have in front of you In particular, focus on the degree of competition between chains by analysing their respective margins As well as focussing on the actual competition that could occur, consider potential competition That is, how easy would it be for another competitor to enter the market at any particular point for the supply chains that you are examining If there appears to be a number of alternative chains that are creating value and have similar margins, then the supply chains are likely to be quite competitive and margins justified However, if it seems that there is not a great deal of competition and little value creation is occurring, then it is possible that there are unjustified margins at some point(s) in the chain, with these margins likely to be at the expense of businesses above or below them in the chain This analysis will give you some indication of chain performance by focussing on the competitive environment around the chain If there appears to be a reasonable amount of competition, then this will force chain efficiency That is, you can get some indication of overall chain performance by analysing how much competition there seems to be, without having to get cost information from within the chain or benchmark information from competing chains, neither of which is likely to be available This analysis does not need to be written up formally at this stage, but it should be written up in note form under the following headings: Degree of competition Justified or unjustified margin Implications for chain performance 53 This can then form the basis for the formal report that will be written later on Once this analysis of the mapped supply chains has been done, it will be clearer which of the supply chains are worthy of further investigation This decision might be based on their degree of importance to the farmer (that is, a large proportion of product might go through the chain) and/or whether the analysis suggests that there might be performance issues associated with particular chains This discussion on constructing and analysing supply chain maps is a good illustration of how sampling, information gathering and analysis are intertwined in case study research In order to decide which supply chain to study further (a sampling issue), information must first be gathered on a range of alternative chains, and this information must then be analysed This analysis is then used as part of the assessment of chain performance, but at the same time, answers the sampling question of which chains to analyse further Information Gathering Once the supply chain has been selected, more detailed information gathering on the chain can begin There are three parts to this process – selecting who to interview, deciding what to ask them, and then analysing what they have told you The Chain Leader: The most obvious (and defensible) place to begin information gathering is with the chain leader This is because the chain leader identifies the needs of the market and then coordinates the resources of the chain to ensure that these market needs are met In this capacity, the chain leader sets standards and processes and controls information flows This means the chain leader is the most critical person in the chain Therefore, the first task is to identify the chain leader, who can be at any point in the chain – it may be a producer (farmer), a processor, or a distributor/retailer/seller in a market The next task is to draw up an interview schedule (questionnaire) for the chain leader It is not possible to have a set of pre-determined questions, as these will be different for different supply chains In addition, you may have to try different approaches with different people as some will open up to more easily than others The types of questions that you ask are likely to be open-ended rather than closed; that is, you will encourage them to have a ‘conversation’ with you rather than just give ‘yes/no’ or factual answers You will find that you will have to ask a range of ‘follow up questions’ during your interview with them, as they may take the ‘conversation’ along a path that you hadn’t anticipated, yet nevertheless proves to be productive This will be the critical interview for the supply chain analysis Because there is a lot of information to gather, it is likely to be time-consuming, and could take two hours or even longer, depending on the complexity of the chain and the product For this style of interviewing, it is essential that you capture what the chain leader is telling you in some form In some cultures, taping interviews is acceptable, although with this technique, you run the risk of a person not opening up to you In other situations, note-taking may be possible, while in some cases, you may not even be able to this and must recollect and write down the answers later This poses a problem because the interviewer might be tempted to recollect what he or she thinks is important, not what the person being interviewed actually said For this reason, it is helpful to have two people doing the interviews, since they can act as a check on each other’s recollections The people doing the interview should be able to relate to the interviewee Questioning of the chain leader should cover the following topics: The Consumer Who is the ‘final consumer’ for their ‘segment’ of the chain? What product attributes these consumers require: a Product form 54 b Quantity and quality c Continuity and timing of supply d Price and conditions of payment Operations What are the key operations in the chain that create value for these consumers? Which of these key operations does the chain leader perform (ie through vertical integration)? Describe any product transformation (processing) and product enhancement (cleaning, grading, packaging and presentation) performed by the chain leader Does the chain leader see his or her resource base as adequate in relation to: a Their objectives b The resource base of their competitors Control of the Chain If the chain leader does not perform some key chain operations, which organisations in the chain do? How does the chain leader control those organisations and ensure that they deliver what the chain leader requires? Does the chain leader set standards (such as quality standards) for the chain? 10 If the chain leader sets standards, how does he or she communicate these standards to other chain members? 11 Are there ways (other than setting standards) that the chain leader coordinates processes along the chain? 12 Does the chain leader see any impediments to the way that the chain functions? 13 Does the chain leader see the resource base of the chain as adequate in relation to the resource base of their competitors? Information Flows 14 Does the chain leader communicate market (demand side) information from levels above him or her in the chain to a The level immediately below them in the chain b All levels below them in the chain 15 Does the chain leader communicate production (supply side) information to: a The level immediately above them in the chain b All levels above them in the chain 16 Can the chain leader see any way in which information flows could be improved? Links to Suppliers: 17 How does the chain leader purchase key raw material inputs (ie describe the relationship and purchase transaction)? 18 Can the chain leader see any way in which relationships with suppliers could be improved? 19 What role does the chain leader play in inward logistics: a From the level immediately below them in the chain b For all levels below them in the chain 55 20 Can the chain leader see any way in which inward logistics along the chain could be improved? 21 What role does the chain leader play in the maintenance of raw material inputs (quality assurance) a From the level immediately below them in the chain b For all levels below them in the chain 22 Can the chain leader see any way in which maintenance of raw material inputs (quality assurance) could be improved? Links to Customers 23 How does the chain leader sell his or her product to the next level in the chain (ie describe the relationship and sale transaction)? 24 Can the chain leader see any way in which relationships with customers could be improved? 25 What role does the chain leader play in outward logistics: a To the level above them in the chain b To all levels above them in the chain 26 Can the chain leader see any way in which outwards logistics along the chain could be improved? 27 What role does the chain leader play in product maintenance (quality assurance): a To the level immediately above them in the chain b To all levels above them in the chain 28 Can the chain leader see any way in which product maintenance (quality assurance) along the chain could be improved? Once the interview with the chain leader has been conducted, an initial analysis of it needs to be done There can be no set prescription for how this should be done, as it will depend on the product, supply chain and chain leader However, the objective of this initial analysis is to form some initial impressions on chain performance and impediments to this, which should then be challenged in further interviews with other members of the supply chain Thus, this analysis should cover: 10 11 12 Whether the chain is consumer focussed Whether there appears to be a whole chain focus Whether the chain appears to be cooperative or opportunistic How stable the chain appears to be How effective product transformation and enhancement along the chain appears to be How efficient logistics are How effective quality control appears to be How well information flows up and down the chain Whether relationships seem to be cooperative or antagonistic Whether processes seem to occur seamlessly Whether there appears to be a lack of resources within the chain Whether there are any other impediments to chain performance It is important for more than one person to conduct this initial analysis This will ensure that these initial impressions remain tentative and conclusions are not drawn too prematurely At this stage, it is not necessary to formally write up this analysis, but it should be written in note form under each of the above headings, as along with the previous analysis of the supply chain map, this will form the basis for the formal report that will be written later 56 Other Chain Interviews: Once the chain leader has been interviewed and this interview analysed, further interviews need to take place covering the span of the chain (or as much of the chain span as possible) It is not possible to specify who else in the chain should be interviewed, since this will be very chain dependent For example, the interview with the chain leader might suggest that inward and outward logistics (transport and the cool/cold chain are not an issue as the product only travels short distances, is not particularly perishable, and participants in the chain have a number of transport firms to choose from This observation might be confirmed by other participants in the chain above or below the chain leader In this case, it might be concluded that it is not necessary to interview a transport firm On the other hand, where a product is perishable, travels long distances, and interviews suggest that there are problems with quality control, which is leading to value destruction because the product is not being maintained properly through the chain, then an interview with a transport firm would be very necessary However, it will be necessary to interview a business at each level of the chain where value is created For example, if the chain leader is a processor, then it will be necessary to interview a business above them in the chain (marketing, distribution or further processing) if this is possible It will also be necessary to interview a business below them in the chain; for example, a farmer who is producing the product There is no set order in which to interview these other chain participants, since this will depend on where the chain leader is positioned in the chain Thus, who to interview after the chain leader will be dictated by logic and common-sense For example, if the chain leader is a processor and he or she indicates that there are problems in the chain at the marketing end, then it would seem sensible to concentrate on this level of the chain before focussing on the production level of the chain How many businesses to interview at each level of the chain will again be dictated by logic and commonsense, along with the time and resources available to the supply chain analysis At any particular level of the chain, if there are a number of businesses, they seem to conduct very similar straightforward operations, their margins are similar, no significant performance impediments appear to be associated with their role in the chain, and your resources are constrained, then interviewing one representative business might be adequate On the other hand, if there is a diversity of businesses operating at a particular level, their operations differ, and there appear to be performance impediments associated with that level of the chain, then you might interview more businesses Such sampling decisions not have to be predetermined For example, you might find that you decide to interview one representative business at a particular level However, after conducting this interview, you might conclude that understanding this level of the chain is more complex than you anticipated for some reason, so you may then decide to interview further businesses This recommendation to interview more than one business at a particular level if there is a suspicion that the business is not representative of other businesses at that level and if there appears to be some diversity between businesses, is consistent with what is known in qualitative research as the principle of ‘saturation’ That is, you should keep interviewing until you are confident that you have a good understanding of what you are investigating Once a decision has been made on who to interview (sampling), an interview schedule will need to be drawn up This will need to be customised for the different businesses at different levels of the chain; for example, an interview with a transport business would focus only on inward and/or outward logistics and product maintenance (quality assurance) A set of questions for each interview can be chosen from the list below: Operations What are the key operations undertaken by this business that creates value for the chain? Describe the product transformation (processing) and product enhancement (cleaning, grading, packaging and presentation) performed by this business What does this business understand to be the product requirements of its intermediate customer (the level above it in the chain) is? Does this business see its resource base as adequate in relation to: (a) Its objectives 57 (b) The resource base of their competitors Information Flows What information does this business receive on the product requirements of the customer above it in the chain? What information does this business communicate to suppliers below it in the chain? If this business does not receive information from the customer above or give information to the supplier below, who ensures that this information flow occurs? Is this business aware of the product attributes required by the final consumer? Oan this business see any way in which information flows could be improved? Links to Suppliers: 10 How does this business purchase key raw material inputs (ie describe the relationship and purchase transaction)? 11 Can this business see any way in which relationships with suppliers could be improved? 12 What role does this business play in inward logistics? 13 Can this business see any way in which inward logistics along the chain could be improved? 14 What role does this business play in the maintenance of raw material inputs (quality assurance)? 15 Can this business see any way in which maintenance of raw material inputs (quality assurance) could be improved? Links to Customers: 16 How does this business sell its product to the next level in the chain (ie describe the relationship and sale transaction)? 17 Can this business see any way in which relationships with customers could be improved? 18 What role does this business play in outward logistics: 19 Can this business see any way in which outwards logistics along the chain could be improved? 20 What role does this business play in product maintenance (quality assurance)? 21 Can this business see any way in which product maintenance (quality assurance) along the chain could be improved? General 22 Does this business see any impediments to the way that the chain as a whole functions? As was done with the chain leader, an initial analysis of the interview needs to be done at its conclusion Once again, there can be no set prescription, as it will be product and chain dependent As with the analysis of the chain leader interview, the objective is to form some initial impressions on chain performance, and impediments to this, from the perspective of the particular business in the chain The same topics for analysis that were used for the chain leader’s interview should be covered: Whether the chain is consumer focussed Whether there appears to be a whole chain focus Whether the chain appears to be cooperative or opportunistic How stable the chain appears to be How effective product transformation and enhancement along the chain appears to be How efficient logistics are How effective quality control appears to be How well information flows up and down the chain Whether relationships seem to be cooperative or antagonistic 10 Whether processes seem to occur seamlessly 11 Whether there appears to be a lack of resources within the chain 58 12 Whether there are any other impediments to chain performance Once again, it is important for more than one person to conduct these initial analyses This will ensure that impressions are challenged, interviewer bias does not enter the analysis, and conclusions are not prematurely drawn Analysis Once all interviews have been done and initially analysed, these initial analyses should then combined into an analysis of the whole chain Clearly, the most systematic place to begin is with the map of alternative supply chains This supply chain map will give an indication of: The degree of competition faced by the chain Whether margins might be justified or unjustified Once this has been done, the whole chain can then be analysed in greater detail using each of the topics that were used to analyse the individual interviews These topics were: Whether the chain is consumer focussed Whether there appears to be a whole chain focus Whether the chain appears to be cooperative or opportunistic How stable the chain appears to be How effective product transformation and enhancement along the chain appears to be How efficient logistics are How effective quality control appears to be How well information flows up and down the chain Whether relationships seem to be cooperative or antagonistic 10 Whether processes seem to occur seamlessly 11 Whether there appears to be a lack of resources within the chain 12 Whether there are any other impediments to chain performance Oombining the analyses of all interviews for each of these topics should give a good picture of that aspect of chain management For example, the chain leader who is a processor might have said that information flows up and down the chain are very good, whereas producers might have said that they did not know what the processor wanted and did not understand why they got low prices for their product This would allow you to conclude that different businesses in the chain have different perceptions of how well customer requirements are being transmitted down the chain and that information flows were inadequate After each of these topics has been analysed from a whole chain perspective, then the analysis of the supply chain map and the whole chain analysis needs to be reviewed Once this has been done, some overall conclusions can be drawn on chain performance in terms of macro and micro level performance, and also on the various impediments to performance Recommendations on how to remove impediments and improve performance will emerge logically at this point 59 Once again, it is good practice for more than one person to conduct this final overall chain analysis This will ensure that any conclusions that are drawn are robust and have been challenged Writing the Report The final step in the agribusiness supply chain analysis is to write the report The following format is suggested, but obviously this could be varied for particular supply chains: Introduction a The reason for doing the supply chain analysis b The purpose of the report Methods a List the product chosen and the reason for this b List the chains analysed and the reasons for this c List the businesses interviewed and the reasons for this Description of the Map of Alternative Supply Chains a Options for farmers b Value creation and margins for different supply chains c Describe the competitive environment faced by the chain Description of the Supply Chain a Describe the span of the chain and the businesses in the chain b Describe the final consumer and the product attributes that they require c Describe the value creation activities (operations) that occur along the chain (product transformation (processing) and product enhancement (cleaning, grading, packaging, presentation)) d Describe the role of the chain leader, how it controls the chain, and the competitive advantage of this chain e Describe information flows along the chain f Describe links to suppliers along the chain g Describe links to customers along the chain Analysis of the Supply Ohain Performance a Whether the chain is consumer focussed b Whether there appears to be a whole chain focus c Whether the chain appears to be cooperative or opportunistic d How stable the chain appears to be e The competitive environment faced by the chain f Whether margins seem justified or unjustified g How effective product transformation and enhancement along the chain appears to be h How efficient logistics are i How effective quality control appears to be j How well information flows up and down the chain k Whether relationships seem to be cooperative or antagonistic l Whether processes seem to occur seamlessly Impediments to Supply Chain Performance a Whether there is a supply chain orientation b Whether there appears to be a lack of resources within the chain c Whether information flows within the chain are adequate d Whether infrastructure is adequate to support the chain e Any other impediments to chain performance Conclusion a Summary of chain performance under macro and micro level performance indicators b Summary of impediments to chain performance c Recommendations 60 Appendix (Optional) Example of interview schedule for chain leader Example of a representative interview schedule for other chain businesses II CONCLUSION This document has outlined a robust workable methodology for analysing agribusiness supply chains that can give an indication of chain performance and impediments to their performance It is based on case study methodology, which is a highly respected form of business analysis that is now widely used in research If this methodology is systematically applied (and varied if appropriate), then sound analyses of supply chains should emerge * CHECKLIST FOR SUPPLY CHAIN ANALYSIS Select the product Map alternative supply chains for the farmer o Degree of product transformation or enhancement o Margins Analyse alternative supply chains for o Degree of competition o Justified or unjustified margin o Note implications for chain performance Select a chain (or chains) for further analysis Identify the chain leader in the selected chain Draw up an interview schedule for the chain leader o The consumer o Operations o Control of the chain o Information flows o Links to suppliers o Links to customers Initial analysis of chain leader interview for o Performance o Impediments to performance Decide who else to interview in the chain Draw up interview schedules for each of these businesses based on the following as ppropriate o Operations o Information flows o Links to suppliers o Links to customers Initial analysis of other chain interviews based on: o Performance o Impediments to performance Do a whole chain analysis of o Chain performance o Impediments to performance Write up the report o Introduction o Methods o Description of the Map of Alternative Supply Chains o Description of the Supply Chain o Analysis of the Supply Chain Performance o Impediments to Supply Chain Performance o Conclusion o Appendix (Optional) 61 ... 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