Presented by Karl M. Rich at the Training program for “Methods for livestock value chain analysis: Qualitative and quantitative methods”, ILRI, Nairobi, 1 July 2013
SVCA (Sustainable Value Chain Analysis) is a business tool that takes a holistic "whole chain" approach to analyzing supply chains. It focuses on creating sustainable competitive advantage through effective value creation, environmental impact management, and capacity building through collaboration. The key concepts are considering the entire product lifecycle, focusing on consumer value, enabling conflict resolution, fostering collaboration, supporting co-innovation, and achieving sustainability. The 7-stage SVCA process engages the full supply chain to map the current state, identify critical issues, perform in-depth analysis, and implement projects to realize opportunities.
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
This document discusses sustainability in supply chains. It outlines three phases of sustainability that companies can progress through: getting the basics right, learning to think sustainably, and using auditing and benchmarks to govern sustainable operations. The document advocates establishing sustainability standards and procedures, improving communications, encouraging collaboration, and engaging suppliers and stakeholders. Specific strategies discussed include benchmarking programs from companies like Starbucks, Home Depot, and Walmart. The document argues that measuring sustainability metrics is important to make improvements.
Sustainable Supply Chains - Being Aware of the Current Requirements.pdfraj takhar
Review of current state and emerging requirements on sustainable supply chains.
The presentation focused on key themes from the worlds of Product Compliance (product safety and the identification of hazardous chemicals), through to the transition towards modern state Environmental, Social and corporate Governance (ESG), which is becoming increasingly focused towards factual evidence based data reporting, where data needs to be validated at the product level, rather than current state corporate organisational level.
The presentation also looked into 'Greenwashing' as it is a key driver for emerging requirements for evidence based data which is now being demanded by consumers, NGO's and regulators.
Assent would like to thank all participants in the room, who came from a wide range of industrial sectors for the excellent interactive discussion which took place.
This is the 2010 version of my lecture on Supply Chain Risk.
What is (supply chain) risk?
What are typical supply chain risks?
How to manage supply chain risks?
The lecture is meant to highlight some of the current literature on supply chain risk and to suggest further reading materials. You will not know everything there is to know about supply chain risk after the lecture, but you will know where to find it…I hope
The document discusses a PESTEL analysis framework for analyzing macroenvironmental factors. PESTEL stands for Political, Economic, Social, Technological, Environmental and Legal factors. It provides questions to analyze each factor and how they may impact a business or industry. For example, key political factors would include government stability, laws and regulations. Understanding the external environment is important for strategic planning and identifying opportunities and threats.
SVCA (Sustainable Value Chain Analysis) is a business tool that takes a holistic "whole chain" approach to analyzing supply chains. It focuses on creating sustainable competitive advantage through effective value creation, environmental impact management, and capacity building through collaboration. The key concepts are considering the entire product lifecycle, focusing on consumer value, enabling conflict resolution, fostering collaboration, supporting co-innovation, and achieving sustainability. The 7-stage SVCA process engages the full supply chain to map the current state, identify critical issues, perform in-depth analysis, and implement projects to realize opportunities.
This is prepared simply for practicing presentation-skills and understanding “slideshare”’s online platform. All content is simply for the learning purpose. We don’t claim accuracy or complete information. All information is presented just for overview. Any inadvertent use of company name, images are unintentional. & if brought to notice, we will remove them.
This document discusses sustainability in supply chains. It outlines three phases of sustainability that companies can progress through: getting the basics right, learning to think sustainably, and using auditing and benchmarks to govern sustainable operations. The document advocates establishing sustainability standards and procedures, improving communications, encouraging collaboration, and engaging suppliers and stakeholders. Specific strategies discussed include benchmarking programs from companies like Starbucks, Home Depot, and Walmart. The document argues that measuring sustainability metrics is important to make improvements.
Sustainable Supply Chains - Being Aware of the Current Requirements.pdfraj takhar
Review of current state and emerging requirements on sustainable supply chains.
The presentation focused on key themes from the worlds of Product Compliance (product safety and the identification of hazardous chemicals), through to the transition towards modern state Environmental, Social and corporate Governance (ESG), which is becoming increasingly focused towards factual evidence based data reporting, where data needs to be validated at the product level, rather than current state corporate organisational level.
The presentation also looked into 'Greenwashing' as it is a key driver for emerging requirements for evidence based data which is now being demanded by consumers, NGO's and regulators.
Assent would like to thank all participants in the room, who came from a wide range of industrial sectors for the excellent interactive discussion which took place.
This is the 2010 version of my lecture on Supply Chain Risk.
What is (supply chain) risk?
What are typical supply chain risks?
How to manage supply chain risks?
The lecture is meant to highlight some of the current literature on supply chain risk and to suggest further reading materials. You will not know everything there is to know about supply chain risk after the lecture, but you will know where to find it…I hope
The document discusses a PESTEL analysis framework for analyzing macroenvironmental factors. PESTEL stands for Political, Economic, Social, Technological, Environmental and Legal factors. It provides questions to analyze each factor and how they may impact a business or industry. For example, key political factors would include government stability, laws and regulations. Understanding the external environment is important for strategic planning and identifying opportunities and threats.
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
This document discusses Nitai Partners' value-added Oracle Business Analytics & Endeca implementation services. It summarizes their expertise in areas like Supply Chain Analytics, key performance indicators, rapid deployment timelines of 4-12 weeks, analytics footprint including Oracle BI, Hyperion, Endeca, and big data analytics. It highlights their guarantees for successful implementation of Oracle BI applications, data warehouse architecture, and full service BI support.
This document provides an overview of Nestle Pakistan Limited, including its mission, products, departments, and financial analysis. It discusses Nestle's collection of milk from farmers and production of dairy, beverage, and infant nutrition products across Pakistan. The company aims to provide consumers with nutritious choices through its mission of "Good Food, Good Life." Key departments discussed include human resources, finance, marketing, and sales.
The document discusses key concepts in operations and value chain management. It defines operations management as focusing on the physical production of goods and services, and explains its role in supporting a company's overall competitive strategy. It also discusses considerations for designing efficient operations systems, such as product design, facilities layout, and capacity planning. Finally, it summarizes techniques for inventory management, lean manufacturing, and improving productivity.
This document discusses humanitarian supply chain management. It defines a humanitarian supply chain as acquiring, storing, transporting, and distributing relief items during disasters to provide relief. Key differences between humanitarian and commercial supply chains include unpredictable demand from random events and challenges with inventory control and lead times. The document outlines elements of a humanitarian supply chain like information, inventory, and transportation. It also discusses principles, typical structures, management approaches, challenges, and the need for improved assessment, collaboration and analysis to enhance relief efforts.
Operations and Supply Chain Management Sarang Dani
Herewith sharing the Slides of Operations and Supply Chain Management. This subject is taught to MBA Semester II, SPPU. The subject gives insights to Production Operations and Services Operations. Credits- Operations Management by B. Mahadevan
The document summarizes the history, products, and operations of Nestle. It discusses how Henri Nestle developed the first condensed milk and infant cereal in the 1860s. Today, Nestle offers over 8,500 brands and 10,000 products worldwide through 487 factories in 86 countries. In Pakistan, Nestle acquired Milkpak in 1988 and has since expanded its product portfolio to include brands like Nido, Milo, Nescafé and Pure Life. The presentation outlines Nestle's strengths in strong brands and innovation, and weaknesses in managing subsidiaries. It also describes opportunities in the Pakistani market and threats from competition and changing consumer tastes.
Presentation by Gary Gereffi for the Korea Institute for Industrial Economics & Trade (KIET) focused on Global Value Chains in Korea. The objective of the collaboration was to identify upgrading opportunities for the Korean economy using a global value chain (GVC) perspective. The presentation highlights Korea’s position in GVCs, key findings from the research and a global perspective on GVCs.
Sustainable Supply Chain Managment PresentationTaiga Company
The document discusses sustainable supply chain management. It notes that incorporating sustainability concepts into supply chain practices provides opportunities to review processes from a different perspective and incorporate social and environmental concerns. It identifies key drivers of business sustainability and supply chain management. The document outlines how organizations can align internal business processes, employee engagement, customer expectations, supplier integration, and financial goals to create a sustainable supply chain.
This document discusses the evolution of supply chain management and ERP systems. It describes how supply chain management has evolved from focusing on individual business functions to integrating across the entire supply chain. ERP systems also evolved from early inventory control systems to modern integrated systems that connect organizations across the supply chain. Today's ERP systems, sometimes called ERPII, facilitate external integration and collaboration through technologies like e-commerce and web services. While ERP systems provide benefits like improved information access and cost reductions, organizations must consider challenges such as high costs, business process reengineering, and vendor dependence.
The document summarizes the scope and framework of reverse logistics in the food processing industry. It discusses definitions of reverse logistics and reasons for product returns. Key points covered include the 5R activities of reverse logistics, frameworks for reverse logistics in food supply chains, barriers to implementation, and examples of reverse logistics practices by companies like Nestle, Tesco, and initiatives by FSSAI in India.
The document discusses economic growth in several countries and regions. It provides data showing some of the fastest growing countries in 2015, with Papua New Guinea having the highest growth rate at 19.33%. It also discusses factors that have contributed to rapid economic growth in many African countries in recent years, such as rising commodity prices and increasing foreign direct investment. The document analyzes sources of economic growth in China, finding that over 60% has come from increasing capital and labor inputs, while 30-40% has come from rising productivity.
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
This document summarizes a presentation on supply chain sustainability given to the UN Global Compact Advisory Group. It provides an overview of the UN Global Compact, its definition of supply chain sustainability, and the business case. It outlines practical steps companies can take for implementation, including committing to sustainability expectations, assessing scope, defining engagement with suppliers, implementing roles and goals, and measuring and communicating performance. Examples of good practices from companies are presented in areas like supply chain prioritization, human rights, and multi-stakeholder engagement.
This document outlines the key concepts of the Market Systems Development (M4P) approach. It discusses how markets often fail to serve the poor due to limited access to information, weak institutions, and high transaction costs. The M4P approach aims to facilitate sustainable change in the market system through a light-touch and flexible role. Interventions identify leverage points and partners to stimulate systemic changes, such as encouraging new relationships between private sector actors, that ultimately benefit large numbers of poor people through improved access to markets.
Marketing (Product Strategy) - Discuss about levels of product, product classification, brand strategies, packaging and labeling of the consumer products.
The document discusses the evolution of supply chain sustainability from a focus on regulatory compliance to strategic benefits. It outlines how assessing environmental impacts across the entire supply chain can reduce costs and risks. Major companies now require suppliers to measure, report, and improve their sustainability performance. Standards are emerging around metrics, reporting, and verifying sustainability claims. Supply chain sustainability is becoming a key factor in business contracts and a mainstream business activity.
Supply Chain Management, Procurement, Sourcing, Acquire, and LogisticsRishabh Agarwal
The document provides an overview of supply chain management. It discusses key concepts like evolution of SCM, global SCM and logistics, procurement processes, push vs pull systems, and the role of SCM professionals. It also covers newer developments like e-procurement, RFID, and SCM software. The document is a presentation on SCM delivered by an IIM graduate that contains diagrams, definitions, and examples to explain SCM concepts.
The document summarizes a webinar presented by MIT professor David Simchi-Levi on managing supply chain risk. It discusses how increased globalization and lean practices have increased supply chain risk. It then presents Simchi-Levi's framework for analyzing supply chain risk which considers factors like time to recover from disruptions and financial impact. Finally, it provides an example of how this framework was applied to a major automaker to identify key risks and ways to mitigate them.
To describe areas of supply chain management research that are challenging to investigate both theoretically and practically.
To motivate students and young researchers/practitioners to work on this area of supply chain management research.
To link these research areas with their future academic and professional careers.
This document discusses community-based ecotourism (CBET) projects in Himachal Pradesh, India. It outlines 6 main results areas of the projects: 1) initiation, research, and market analysis; 2) community institution building and awareness generation; 3) skill building for livelihoods; 4) marketing of tourism products; 5) certification, policy, and regulation; and 6) documentation and reporting. Under each result area, it provides details on specific activities, such as forming tourism committees, providing trainings to guides, organizing events to promote handicrafts and angling, and certifying homestays and guides. The overall goal is to support local communities through sustainable tourism development and conservation efforts.
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
Our Senior Consultant Darina Eades has developed An Introduction to Sustainable Procurement, an insightful guide to help you understand what Sustainable Procurement is, what are the drivers and the business case for it.
This document discusses Nitai Partners' value-added Oracle Business Analytics & Endeca implementation services. It summarizes their expertise in areas like Supply Chain Analytics, key performance indicators, rapid deployment timelines of 4-12 weeks, analytics footprint including Oracle BI, Hyperion, Endeca, and big data analytics. It highlights their guarantees for successful implementation of Oracle BI applications, data warehouse architecture, and full service BI support.
This document provides an overview of Nestle Pakistan Limited, including its mission, products, departments, and financial analysis. It discusses Nestle's collection of milk from farmers and production of dairy, beverage, and infant nutrition products across Pakistan. The company aims to provide consumers with nutritious choices through its mission of "Good Food, Good Life." Key departments discussed include human resources, finance, marketing, and sales.
The document discusses key concepts in operations and value chain management. It defines operations management as focusing on the physical production of goods and services, and explains its role in supporting a company's overall competitive strategy. It also discusses considerations for designing efficient operations systems, such as product design, facilities layout, and capacity planning. Finally, it summarizes techniques for inventory management, lean manufacturing, and improving productivity.
This document discusses humanitarian supply chain management. It defines a humanitarian supply chain as acquiring, storing, transporting, and distributing relief items during disasters to provide relief. Key differences between humanitarian and commercial supply chains include unpredictable demand from random events and challenges with inventory control and lead times. The document outlines elements of a humanitarian supply chain like information, inventory, and transportation. It also discusses principles, typical structures, management approaches, challenges, and the need for improved assessment, collaboration and analysis to enhance relief efforts.
Operations and Supply Chain Management Sarang Dani
Herewith sharing the Slides of Operations and Supply Chain Management. This subject is taught to MBA Semester II, SPPU. The subject gives insights to Production Operations and Services Operations. Credits- Operations Management by B. Mahadevan
The document summarizes the history, products, and operations of Nestle. It discusses how Henri Nestle developed the first condensed milk and infant cereal in the 1860s. Today, Nestle offers over 8,500 brands and 10,000 products worldwide through 487 factories in 86 countries. In Pakistan, Nestle acquired Milkpak in 1988 and has since expanded its product portfolio to include brands like Nido, Milo, Nescafé and Pure Life. The presentation outlines Nestle's strengths in strong brands and innovation, and weaknesses in managing subsidiaries. It also describes opportunities in the Pakistani market and threats from competition and changing consumer tastes.
Presentation by Gary Gereffi for the Korea Institute for Industrial Economics & Trade (KIET) focused on Global Value Chains in Korea. The objective of the collaboration was to identify upgrading opportunities for the Korean economy using a global value chain (GVC) perspective. The presentation highlights Korea’s position in GVCs, key findings from the research and a global perspective on GVCs.
Sustainable Supply Chain Managment PresentationTaiga Company
The document discusses sustainable supply chain management. It notes that incorporating sustainability concepts into supply chain practices provides opportunities to review processes from a different perspective and incorporate social and environmental concerns. It identifies key drivers of business sustainability and supply chain management. The document outlines how organizations can align internal business processes, employee engagement, customer expectations, supplier integration, and financial goals to create a sustainable supply chain.
This document discusses the evolution of supply chain management and ERP systems. It describes how supply chain management has evolved from focusing on individual business functions to integrating across the entire supply chain. ERP systems also evolved from early inventory control systems to modern integrated systems that connect organizations across the supply chain. Today's ERP systems, sometimes called ERPII, facilitate external integration and collaboration through technologies like e-commerce and web services. While ERP systems provide benefits like improved information access and cost reductions, organizations must consider challenges such as high costs, business process reengineering, and vendor dependence.
The document summarizes the scope and framework of reverse logistics in the food processing industry. It discusses definitions of reverse logistics and reasons for product returns. Key points covered include the 5R activities of reverse logistics, frameworks for reverse logistics in food supply chains, barriers to implementation, and examples of reverse logistics practices by companies like Nestle, Tesco, and initiatives by FSSAI in India.
The document discusses economic growth in several countries and regions. It provides data showing some of the fastest growing countries in 2015, with Papua New Guinea having the highest growth rate at 19.33%. It also discusses factors that have contributed to rapid economic growth in many African countries in recent years, such as rising commodity prices and increasing foreign direct investment. The document analyzes sources of economic growth in China, finding that over 60% has come from increasing capital and labor inputs, while 30-40% has come from rising productivity.
NL:
ESG Routekaart.
De dwingende uitdaging waarvoor wij staan op het gebied van milieu is, om met zijn allen de beweging in gang te zetten om de gemiddelde opwarming van de aarde tot 1,5 graden te beperken. Sommige belanghebbenden, gouvernementele organisaties en banken, vragen regelmatig om verbetering en het aanscherpen van de Europese wetgeving met betrekking tot het klimaat. De EU zou tegen 2050 een totale reductie van de binnenlandse emissies van 80% moeten realiseren. Door een eenduidig stappenplan te borgen, is een concrete stap naar verduurzamen. Denk daarbij aan de interne- en externe belanghebbenden te betrekken voor de implementatie van initiatieven om CO2-emissies te verminderen, of een stap verder zou zijn, om de emissies te compenseren. De Routekaart beschrijft aan de hand van analyses, en sector specifieke KPI’s, modellen hoe dit beleid goed zou kunnen worden geborgd in een Environmental Socio-Economic Governance beleid. De Routekaart biedt op de lange termijn een kosten efficiënt pad naar een schonere, klimaatvriendelijke bedrijf.
Short biography of the presenter; Ginio Franker, September 1966, Suriname.
Position Learning and Development NLP-trainer & Transpersoonlijke coach + Climate Leader trained by Al Gore. "A Moral Call to Climate Change" + "Environmental Justice".
Website www.greandream.com.
EN:
ESG-ROADMAP
With the effects of climate change already upon us, the need to cut global greenhouse gas emissions is nothing less than urgent. It’s a daunting challenge, but the technologies and strategies to meet it exist today. A small set of ESG policies, designed and implemented well, can put us on the path to a low carbon future. ESG Key Performance Indicators are complex, so they must be sector specific, focused and cost-effective. One-size-fits-all approaches simply won’t get the job done. Sustainability managers need a clear, comprehensive resource that outlines the ESG policies that will have the biggest impact on our climate future, and describes how to implement these policies well within their own organisations.
We don’t need to wait for new technologies or strategies to create a low carbon future—and we can’t afford to. ESG-ROADMAP gives professionals the tools they need to select, design, and implement the policies that can put us on the path to a livable climate future.
The Environmental Social Governance challenges e.g: on regulatory and reputational risks, market scandals and new market opportunities makes ESG information a data source of growing importance. With ESG in company seminars, round table discussions, scholarships and online association programs, we leave no one behind. Sign up today. Zentrepreneur Environmental Social Governance Associates Training. (ZESGA).
contact@esgwatch.eu
+32485773608 BE
+31630092220 NL
This document summarizes a presentation on supply chain sustainability given to the UN Global Compact Advisory Group. It provides an overview of the UN Global Compact, its definition of supply chain sustainability, and the business case. It outlines practical steps companies can take for implementation, including committing to sustainability expectations, assessing scope, defining engagement with suppliers, implementing roles and goals, and measuring and communicating performance. Examples of good practices from companies are presented in areas like supply chain prioritization, human rights, and multi-stakeholder engagement.
This document outlines the key concepts of the Market Systems Development (M4P) approach. It discusses how markets often fail to serve the poor due to limited access to information, weak institutions, and high transaction costs. The M4P approach aims to facilitate sustainable change in the market system through a light-touch and flexible role. Interventions identify leverage points and partners to stimulate systemic changes, such as encouraging new relationships between private sector actors, that ultimately benefit large numbers of poor people through improved access to markets.
Marketing (Product Strategy) - Discuss about levels of product, product classification, brand strategies, packaging and labeling of the consumer products.
The document discusses the evolution of supply chain sustainability from a focus on regulatory compliance to strategic benefits. It outlines how assessing environmental impacts across the entire supply chain can reduce costs and risks. Major companies now require suppliers to measure, report, and improve their sustainability performance. Standards are emerging around metrics, reporting, and verifying sustainability claims. Supply chain sustainability is becoming a key factor in business contracts and a mainstream business activity.
Supply Chain Management, Procurement, Sourcing, Acquire, and LogisticsRishabh Agarwal
The document provides an overview of supply chain management. It discusses key concepts like evolution of SCM, global SCM and logistics, procurement processes, push vs pull systems, and the role of SCM professionals. It also covers newer developments like e-procurement, RFID, and SCM software. The document is a presentation on SCM delivered by an IIM graduate that contains diagrams, definitions, and examples to explain SCM concepts.
The document summarizes a webinar presented by MIT professor David Simchi-Levi on managing supply chain risk. It discusses how increased globalization and lean practices have increased supply chain risk. It then presents Simchi-Levi's framework for analyzing supply chain risk which considers factors like time to recover from disruptions and financial impact. Finally, it provides an example of how this framework was applied to a major automaker to identify key risks and ways to mitigate them.
To describe areas of supply chain management research that are challenging to investigate both theoretically and practically.
To motivate students and young researchers/practitioners to work on this area of supply chain management research.
To link these research areas with their future academic and professional careers.
This document discusses community-based ecotourism (CBET) projects in Himachal Pradesh, India. It outlines 6 main results areas of the projects: 1) initiation, research, and market analysis; 2) community institution building and awareness generation; 3) skill building for livelihoods; 4) marketing of tourism products; 5) certification, policy, and regulation; and 6) documentation and reporting. Under each result area, it provides details on specific activities, such as forming tourism committees, providing trainings to guides, organizing events to promote handicrafts and angling, and certifying homestays and guides. The overall goal is to support local communities through sustainable tourism development and conservation efforts.
Value chain analysis is a tool used to identify sources of competitive advantage. It examines a firm's activities and how they interact and affect costs and performance. Michael Porter developed the value chain model which divides a firm's activities into primary and support activities. Primary activities directly involve creating and delivering a product. Support activities provide inputs for primary activities. Tata Motors' value chain includes long-term supplier contracts, efficient manufacturing processes, a large dealer network, and investments in research and development. Analyzing a firm's value chain can reveal opportunities to lower costs or differentiate products compared to competitors.
This presentation from Gary Gereffi, Director of the Duke University Center on Globalization, Governance & Competitiveness, covers four main areas:
1. The New Global Economy
2. What is a Global Value Chain (GVC)?
3. GVC Competition: China vs. Mexico
4. GVCs and Emerging Economies: New Sources of Global Competition
1) If data collection is done properly according to requirements, it can lead to valuable information which can then guide specific actions.
2) Taking the right actions based on good information at the right time can simplify life and make it better.
3) If the information does not lead to taking specific actions, then the data collection was not useful and the wrong actions may have been taken.
Some Proposed Models for Successful Community Based TourismRashidul Hasan
Community-based tourism (CBT) refers to tourism activities or enterprises that are owned and managed by the local community. CBT aims to involve local communities in tourism development by giving them ownership and control over projects and retaining a major portion of earnings. It can promote sustainable development by bringing economic benefits to communities while conserving the environment and local culture. The document discusses why CBT is important, providing examples of how communities in countries like Bangladesh can benefit from CBT by developing homestays, restaurants, handicrafts, and other tourism services and products. It outlines steps for communities to assess their tourism potential and successfully implement CBT projects.
Porter's Value Chain model analyzes a firm's activities and how they create value. It identifies primary activities like operations, marketing, and service, and support activities like procurement, technology development, and human resources. Porter argued that by excelling in value chain activities through cost advantages, firms can achieve competitive advantage. Cost advantages come from reducing individual activity costs or reconfiguring the entire value chain.
Pizza Hut is an international pizza chain with over 6,000 locations in the United States and over 5,600 locations in 94 other countries. It entered India in 1996. Pizza Hut believes in providing excellent pizza and service to create happy customers who return frequently. Its value chain involves primary activities like procuring ingredients, producing pizzas and pastas, and delivering orders on time. Support activities include human resource management to train employees, technology development to improve products, and procurement to source high quality ingredients from local and international suppliers.
Quantitative methods and metrics for value chain analysisILRI
This document discusses quantitative methods and metrics that can be used for value chain analysis (VCA). It notes that while qualitative VCA provides useful descriptions, it is limited in its ability to measure chain performance or evaluate the impact of investments. The document then introduces some quantitative performance metrics and tools that can be used to assess value chain performance and compare different investment options for a value chain. These include metrics to measure material and financial flows, tools like system dynamics modeling to capture sector-wide dynamics and impacts of interventions over time, and other optimization models from operations research.
Introduction to agricultural value chains and supply chain managementILRI
Presented by Karl M. Rich at the Training program for “Methods for livestock value chain analysis: Qualitative and quantitative methods”, ILRI, Nairobi, 1 July 2013
The European Innovation Partnership on Water Online MarketplaceMartin Kaltenböck
Presentation about the 'The European Innovation Partnership (EIP) on Water Online Marketplace (http://www.eip-water.eu)' taking place on 09.02.2016 in the course of the EIP Water annual conference in Leeuwarden, The Nethetlands.
2019-Participatory value chain mapping-The Gambia Training.pdfNy You
This document provides an overview of value chain mapping and analysis conducted by the Food and Agriculture Organization of the United Nations (FAO). It discusses (I) FAO's conceptual framework for value chain analysis, (II) common steps in value chain studies, (III) what value chain mapping is, which is developing a flow chart depicting the functions, actors, and linkages across production to consumption, (IV) why mapping is done to identify leverage points and constraints. It also outlines how to build value chain maps through key questions and examples of mapping different value chain components.
Basic concepts of value chain analysis for sheep and goat value chains develo...ILRI
Presented by Getachew Legese (ICARDA consultant) at the ICARDA-ILRI Training on Tools for Rapid Assessment of Sheep and Goat Value Chains in Ethiopia, Addis Ababa, 5-8 November 2012
It has become common to measure the quality of exports using their unit export value (UEV). Applications of this method include studies of intra-industry trade (IIT) and analyses of industrial 'competitiveness'. This literature seems to assume that export quality and export price (the most natural interpretation of UEV) are not merely correlated but that they follow each other one-for-one. We put this assumption under scrutiny from both a theoretical and empirical point of view. In terms of theory, we formalize this assumption as a hypothesis of the proportionality of equilibrium prices and equilibrium qualities. We discuss several cases for which this hypothesis is theoretically doubtful (non-linear utility- and cost functions; strong and asymmetric horizontal product differentiation). We also suggest two methods of verifying the hypothesis for cases in which it cannot be easily rejected theoretically. These two methods are then applied to German imports in the period of 1994-2006. We find that the implications of the proportionality hypothesis are largely.
Authored by: Wojciech Grabowski and Krzysztof Szczygielski
Sheep and goat value chains development in Ethiopia: Basic concepts of value ...ILRI
Presented by Getachew Legese (ICARDA) at the Workshop on ICARDA-ILRI Training on Tools for Benchmarking Sheep and Goat Value Chains in Ethiopia, Addis Ababa, 6-9 November 2013
The Frascati Manual provides guidelines for collecting and reporting internationally comparable statistics on research and experimental development (R&D) expenditures and personnel. The 2015 edition is the 7th revision of the manual, which was first published in 1963. Key changes in the 2015 edition include expanded definitions and concepts to better address topics like measuring business R&D, using administrative data, and analyzing R&D globally. The revision process involved extensive consultation with country experts to develop updated guidance in separate chapters addressing specific sectors and issues.
FOSSCCIMA seeks to partner with OSAPND to retrain and develop entrepreneurs from the Amnesty program in the Niger Delta region through agricultural entrepreneurship. They plan to provide training in various agricultural fields like horticulture, crop farming, poultry, and aquaculture. FOSSCCIMA will train over 10,000 participants in batches of 250 using a hybrid approach of value chain analysis and commercial villages to strengthen coordination along the agricultural value chain and facilitate financing. Their goal is to develop sustainable entrepreneurs and improve economic growth in the region.
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This document provides an overview of conducting a rapid market appraisal (RMA) to understand a value chain. An RMA aims to obtain information about how a commodity sub-sector is organized and operates in a short time. It identifies key topics to assess such as market constraints, opportunities, and policy issues. Qualitative and quantitative data is collected from secondary sources and primary sources like experts, stakeholders, and field observations. Guided interviews and structured questionnaires are tools used to gather in-depth information from stakeholders. The RMA process is iterative, with the goal of characterizing the value chain and identifying any deficiencies or problems.
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Taller plataforma informacion turiso medellinProColombia
This document provides an overview of the CBI (Centre for the Promotion of Imports from developing countries) and their market intelligence services for the tourism sector. It discusses CBI's mission, sectors covered, market research process and products. These include reports on trends, statistics, market channels/segments, competition in Europe, buyer requirements and tailored studies. The document also covers tourism trends, interesting new markets for Latin American countries and provides an assignment for participants to analyze a product-market combination using CBI and other sources. It concludes by taking any additional questions.
Taller plataforma informacion turismo bogotaProColombia
This document provides an overview of the CBI (Centre for the Promotion of Imports from developing countries) and their market intelligence services for the tourism sector. It discusses CBI's mission, sectors covered, services offered including market research, trends analysis and export marketing plans. Specific products under their market intelligence portfolio are outlined like reports on EU markets, buyers, competition, requirements, statistics. Tourism trends are highlighted around social, technological, economic and environmental factors. Promising markets for Latin American exporters in areas like nature tourism, cultural heritage tourism and rural/community-based tourism are identified. The presentation concludes with a call for questions and invitation to follow CBI on Twitter.
The document discusses Eurostat's Methodological Network and Strategy. It provides a brief history of the Methodological Network, which was proposed in late 2014 and officially launched in mid-2016. The network aims to improve cross-cutting methodological work through activities like publications, help desks, and seminars. The Methodological Strategy defines methodology as how statistics are compiled and analyzed. It emphasizes adapting to new data sources and focusing on cross-cutting areas. The strategy also outlines implementing methodological work across the statistical production process and collaborating externally.
The document discusses a publisher's approach to open access journals. The publisher, AUP, works with partners like universities to start new open access journals with shared funding. One example is the Journal of Archaeology in the Low Countries, which was started with funding from two institutes and seven additional partners. Each partner contributes 2000 Euros per year towards the 18,000 Euro annual costs of publishing the journal open access. This allows for open access to research while keeping costs low through cooperation.
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4. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Are they really that different? Actually, not really.
• All (the good ones!) are based on the IDS platform of
value chain analysis (Kaplinsky and Morris 2001) that
outlines the basics of what’s behind a value chain and
VCA.
• The newer toolkits add some new twists and emphasize
slightly different things, but at the roots are mainly the
same.
VCA toolkits
5. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• In this course, we will primarily focus on the original IDS
methodology for value chain analysis
• However, we will highlight, reference, and add to this
themes from:
– ValueLinks
– The SCM and strategy literature
• For each of the different steps, we will do a practical
exercise as well.
VCA toolkits
6. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Key elements to any value chain analysis
– Mapping the chain
– Identifying governance structures within the chain
– Exploring areas of upgrading within the chain
– Assessing benefits in chain participation
• ValueLinks (rightly) adds additional elements for practitioners (i.e.,
those creating or engaging with VCs):
– Assessment of value chain for promotion
– How to implement and facilitate VC promotion (linkages, finance,
environment)
– Monitoring and evaluation
Steps in value chain analysis
7. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• If the interest is in establishing a value chain, placing
boundaries on what to establish is critical.
• Main tasks:
– Scope of markets and market segments to be promoted
– Market research (does demand exist?)
– Defining priorities across products and value chains
Step zero: which value chain to promote
8. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Market scoping:
– Develop hierarchies of product classifications (start at sub-
sector, work down to value chain and sub-chain) to establish
appropriate segments
– Provide rationales for why (or why not) such segments might
make sense
Step zero: which value chain to promote
11. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Market research:
– Assess current market demand and potential
– Conditions of market entry and competition
– Competitive advantage of value chain operators in market
• To add to this, consider potential competitive strategy
(remember Porter earlier!)
Step zero: which value chain to promote
12. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Priority setting
– Establish criteria assessing growth potential
– Establish criteria assessing potential along other dimensions
(e.g., poverty alleviation, environmental protection, etc.)
– Pragmatic criteria (chances of success, sustainability)
Step zero: which value chain to promote
14. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Your tasks:
– For your sector, define a particular commodity or service in
which you wish to further develop?
– From this commodity or service, which sub-products/chains
could be considered and why? (recall the table before)
– How would you rank between different VCs to promote?
Develop a set of criteria (with weights) and evaluate the
potential of these VCs along those criteria.
Exercise 1: Selecting a value chain
16. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Step 1: Mapping the value chain
Key goals:
• Assess the characteristics of actors and their linkages
• Understand role of chain activities in terms of broader livelihoods context
(profit/income)
• Identify service providers and roles of public sector
• Characterize business environment of the chain
• Compute flows of goods throughout the chain, including prices and
seasonal variation
• Compute inventories that exist in the chain
17. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Main outputs:
– Graphical maps of actor linkages and product flows (between
actors and across space)
– Quantification of role of activity in livelihoods
– Identification of production practices and costs
– Typologies of chain actors based on income
– Identification of different chains based on relationships, etc.
– Transactions costs and chain constraints
Step 1: Mapping the value chain
21. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Garissa livestock marketing value chain
Local Somali producers
Somalia
Garissa Market
Traders
Traders, brokers,
trekkers (60% of cattle)
Butcheries GSA
Traders
NRB. & MSA (66% cattle;63% shoats
Meat W/sellers
Meat Retailers
Consumers
Brokers
S/house, Transporters
KMC
Ranches
Traders, brokers, sellers of fodder etc.
Butcheries
Supermarkets
Abroad
Shipping agencies
CARE LIME Project
Consumers GSA
Hotels
Transporters, trekers
From Wanyoike and Rich (2007)
22. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Ijala livestock marketing value chain
Livestock Producers
Kotile Mkt
Small scale traders
Other Mkts in IjaraBrokers
Garissa Mkt
Traders (cattle)
Ranches in coast Mkts in coastBrokers
Traders, transporters, trekkers
Butcheries/retail outlets
Meat w/sellers, abattoirs, transporters
abattoirs
Export countries
Consumers
Traders
Local butchers
Local Butcheries
abattoir
Consumers
From Wanyoike and Rich (2007)
32. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Step 1: Mapping the value chain
• So far, lots of pretty pictures!
• But, we can add some quantitative analysis here:
– Volumes and values of product flows
– Levels of inventories (important later in governance section)
– Numbers of operators/jobs/employees in each segment
– Market shares
– Value-added calculations (but be careful here!)
39. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Exercise 2: Value chain mapping
• Stay in the same groups as before and consider one of
the VCs you identified in the last exercise.
• First, map the functions in the VC: how do you get the
product from producers to consumers? Are there
different processes for different channels? Denote these
using a
• Next, determine the operators taking the functions
above. Denote these using a
41. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Step 2: Governance in the value chain
• Main ideas:
– Identify the nature of relationships and
coordination mechanisms that exist between
actors in the value-chain.
– Provide details on aspects of the business
environment of the chain
– Identify power relationships in the value chain
42. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Step 2: Governance in the value chain
• Main outputs:
– Who decides what is produced
– How the rules of trade are determined
– The nature of relationships between the participants
– Roles of associations
– Coordination mechanisms (contracts, market sales,
etc)
– The extent of chain “power,” based on the relative
size of a particular actor, share of chain profits, or
control over a key technology
43. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Types of coordination
– Arms length (spot markets)
– Full vertical coordination (total integration of supply chain)
– Intermediate forms (contracts, etc. – in between arms length and
full coordination)
• While usually described in a narrative, it is useful to map
governance relationships graphically too.
Step 2: Governance in the value chain
45. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Structures of governance
Governance
type
Complexity
of
transactions
Ability to
codify
transactions
Capabilities
in the supply
base
Market Low High High *
Modular High High High
Relational High Low High
Captive High High Low
Hierarchy High Low Low
Source: Gereffi et al (2005):90
50. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Issues related to the nature of production matter as well.
Take, for instance, inventories.
• Some nodes of the value chain will retain excess
inventories (why?).
• These inventories, and their management, will influence
not just the organization of the chain, but the bargaining
ability of actors.
Step 2: Governance in the value chain
51. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Exercise 3a: Value chain governance
• In your same groups, take your previous value chain map and
identify the governance links between each node.
• Distinguish between:
– Market-based governance
– Contractual or hybrid governance
– Vertical integration
• Identify in the chain which actor(s) coordinate activities, in terms of
setting rules, market power, etc. Is the chain buyer- or producer-
driven?
52. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• Governance is not just about coordination forms, but about the specific
nature of the relationships behind those.
• Based on your knowledge of your value chain, discuss in a short narrative
(bullet points OK) the nature of relationships between different links in the
value chain, focusing on:
– Who decides what is produced
– The nature of production itself (inventories at each node)
– How the rules of trade are determined
– Power relationships
– Roles of associations
• Based on your knowledge of the chain and the last figure, to what extent will
governance change in the chain you are promoting?
Exercise 3b: Value chain governance
53. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
• The usual way we think about upgrading in value chain
analysis are ways to add value for specific actors in the chain
• Four types of upgrading can be identified:
– Product upgrading
– Process upgrading
– Functional upgrading
– Chain upgrading
Step 3: Identify opportunities for
upgrading in the value chain
54. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Step 3: Identify opportunities for
upgrading in the value chain
• Product upgrading: improving existing products and/or developing
new ones
• Process upgrading: improving efficiency of internal and external
processes within the chain
• Functional upgrading: changing one’s position within the chain to
add value
• Chain upgrading: moving to a new VC altogether.
Can you think of examples of each?
55. Norwegian Institute
of International
Affairs
Norsk
Utenrikspolitisk
Institutt
Step 3: Identify opportunities for
upgrading in the value chain
• Main outputs:
– What are the opportunities for adding value in the chain? How
do governance or other constraints influence this?
– What are the drivers for change? What are the incentives?
• Tasks:
– What is the vision for upgrading?
– Opportunities and constraints (SWOT analysis)
– Operational objectives for upgrading
– Actors involved in upgrading (role of governance important!)
– Impact of upgrading (trickier – related to step 4 on benefits)
56. Norwegian Institute
of International
Affairs
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• Vision defines what the VC is all about – its value
proposition
• Vision provides strategic direction and perspective –
focus is on the competitive issues facing the VC
• Vision provides a basis for joint ownership and common
goals among participants
Step 3: Identify opportunities for
upgrading in the value chain
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• Upgrading vision is combined with strategies needed to
achieve this in action, in terms of improving processes,
capacity, and relationships.
• These strategies should be viewed from the standpoint of
the different types of upgrading discussed earlier.
• One should also not lose sight of governance aspects
either
Step 3: Identify opportunities for
upgrading in the value chain
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Step 3: Identify opportunities for
upgrading in the value chain
• SWOT analysis is a good tool to assess the opportunities
and constraints present in a given chain
• This is combined with the strengths and weaknesses of
the current chain to give context to capacity to engage in
upgrading.
• SWOT can be done graphically on the chain map or in
tabular form.
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Step 3: Identify opportunities for
upgrading in the value chain
• For those engaged in value chain development,
operationalizing upgrading is a key component.
• Main ideas:
– Identify and prioritize actions to be taken
– Link enablers and enabling activities to upgrading strategies in
the value chain
– Identify “champions” in the chain itself to pursue such actions.
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Step 3: Identify opportunities for
upgrading in the value chain
• The identification of “champions” in the chain itself to
pursue such actions is critical.
• This can include capacity development to upgrade the
skills of those involved in value chain upgrading.
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• Christensen (1997) looked at the dynamics of innovation and new
product development, exploring the paradox of why successful firms
often fail to keep up with technology advances.
• Leading firms often focus on one technology or specific attribute of a
product that allows competitors to displace them by focusing on
other, disrupting technologies
• These disrupting technologies may not be as good in the short-run,
but over time can become more popular.
Dynamics of innovation
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• Meanwhile, leading firms are locked into existing VCs that prevent
them from changing course until it’s too late.
• These firms took existing needs of the market as given, rather than
looking at new technologies as a source of innovation for new
markets
Dynamics of innovation
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This figure graphically illustrates the model of Christensen (1997). When the product offerings of an
incumbent firm over time overshoot market needs for a particular product attribute, there is an opportunity for
new firms to emerge with a disruptive technology that may be inferior to the existing product in some ways,
but meet market needs in others. As the disruptive technology improves, it often displaces the incumbent.
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Once the market need for a specific product attribute has been met,
opportunities for competition will shift towards other attributes, creating
opportunities for innovation as the market is oversupplied on different
attributes. Eventually, competition may end up on the basis of price rather
than differentiation along attributes.
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Exercise 4: Upgrading in the value chain
• For your group’s existing value chain, do the following
– Identify an upgrading vision, as well activities to implement viz.:
• What are the strategies required
• What types of upgrading does it involve
• How would it look visually in your chain?
– Where are the constraints in your vision? Map these, along with the
opportunities, in your value chain diagram
• Use for opportunities, for constraints
– Which chain actors and enablers could facilitate these upgrading
strategies, and where might capacity strengthening be needed?
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Step 4: Distributional issues
• Value chain analysis can be used to identify who gains
and who loses in value chains.
• It can also be used to assess the impact of different
upgrading strategies … sort of
• One component of this is calculating how value-added is
distributed among chain participants
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Step 4: Distributional issues
• An overlooked component of distributional
aspects is that the size of the pie is as important,
if not more so, than the distribution.
• Policies that increase total value chain profits
benefit all actors, even if particular shares for
some are small.
• Both issues need to be taken into account.
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• How do we do this in the field?
– Stakeholder interviews
– Focus groups
– Semi-structured interviews
– Primary surveys
– Supplementary secondary data
– Personal observations
– Other “creative” techniques (e.g. flagging down trucks)
Methods of data collection
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What are the strengths of value chain analysis?
• It is systematic: it provides a tested, peer-reviewed, and
organized analytical framework to look at value chains that is
multi-disciplinary in approach
• It provides a holistic overview of the supply chain, actors, and
relationships, based on fieldwork and primary data collection
with key stakeholders
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What are the weaknesses of value chain analysis?
• Over-emphasis on constraints, under-emphasis on solutions
• Ignorance of feedbacks present in value chain
• Lack of quantitative rigor: difficult/impossible to rank policies to
improve value chains and smallholder participation
• Limited insights on how to put recommendations into action:
how do we capture innovation processes to add value for
smallholders?