Innovations In Fresh Vegetable Supply Chain4 An2
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The document discusses innovations in fresh vegetable supply chains in India, with a focus on using risk reduction as a driver of innovations. It notes that vegetable supply chains in India involve multiple participants and channels facilitating flows from producers to consumers. Risk is a critical factor impacting physical, informational and financial flows. Reducing uncertainties through various strategies can help make supply chains more efficient. The document explores traditional and modern risk management practices and outlines some areas for future work by IIM Bangalore's Supply Chain Management Centre, such as studying specific vegetable supply chains and modeling the effects of infrastructure improvements on risks and costs.
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Innovationsinfreshvegetablesupplychain4an2 090629044542-phpapp02
This document discusses innovations in fresh vegetable supply chains in India, with a focus on using risk reduction as a driver of innovations. It provides an overview of the current state of fresh vegetable supply chains in India, noting the many players involved and risks around perishability. It proposes conceptualizing supply chains as evolving channels to minimize uncertainties. The document advocates blending macro and micro views, and considers multiflow channels as useful models. It examines risk as a critical factor for supply chain characterization and estimates post-harvest losses in India. The document discusses traditional and modern retail practices for embedding risk management and outlines an approach for optimizing risk mitigation investments. It also contemplates how risk reduction could impact prices and farmers' shares.
Value chain financing
This document summarizes value chain financing as a strategy to augment growth in India's agriculture sector. It defines key concepts like value chain and supply chain. It notes that integrating the agriculture supply chain can increase value added at each stage from farm to fork. Value chain financing provides financing to all players in the chain and helps reduce risks. A three-pronged strategy is suggested: 1) thorough market knowledge; 2) financing along the entire value chain; and 3) innovation to solve small farmers' problems. Integrating financial services into value chains can boost agricultural growth and small farmer participation.
Bridge financing for health
This document discusses a Pledge Guarantee for Health (PGH) program that uses bridge financing to address cash flow problems in global health development. It does this by having commercial banks supply letters of credit and payments on behalf of ministries of health, with PGH guaranteeing 50% of promised donor funding. This allows ministries of health to purchase supplies upfront before donor funds arrive. The goals of PGH are to leverage private capital to smooth donor funding flows, reduce business risks for suppliers, and increase procurements that have better value. It also intends to promote knowledge transfers to enable sustained interventions. PGH is starting to see quick wins in accelerating funding, empowering buyers, and increasing aid effectiveness.
Bridge financing for health
This document discusses a Pledge Guarantee for Health (PGH) program that uses bridge financing to address cash flow problems in global health development. PGH works by having commercial banks provide letters of credit and payments on behalf of ministries of health, with PGH guaranteeing 50% of future donor funding. This allows countries to purchase health supplies up front using the letters of credit before the donor funds arrive. The goals of PGH are to leverage private capital to smooth donor funding flows, reduce business risks for suppliers, and increase value for money in procurements. PGH aims to promote knowledge sharing to enable sustained interventions and their monitoring and evaluation focuses on delivering both health and financial value through various types of deals.
IFPRI - Workshop on Best Practices in Contract Farming: Challenges and Opport...
IFPRI - Workshop on Best Practices in Contract Farming: Challenges and Opport...International Food Policy Research Institute- South Asia Office
This document discusses different business models for linking smallholder farmers to markets in India and their implications. It outlines producer-driven, buyer-driven, facilitator-driven, and integrated models used in India for commodities like dairy, poultry, fruits and vegetables. While most models contract with large farmers due to lower costs, collective models like cooperatives and producers' associations can help smallholders participate by reducing transaction costs. The document concludes that innovative, targeted approaches are needed to build efficient and inclusive agricultural value chains, and collective action supported by the government or companies is essential for smallholder participation.The Role of Technical Assistance in Lending Products for Smallholder Agriculture
The Role of Technical Assistance in Lending Products for Smallholder AgricultureTechnical Centre for Agricultural and Rural Cooperation ACP-EU (CTA)
The document discusses the role of technical assistance (TA) in supporting agricultural lending to smallholder farmers. It proposes establishing a special purpose vehicle (SPV) to deliver TA. The SPV would act as a virtual broker, selecting and bundling services to facilitate efficiency and expansion while also integrating information acquisition with risk management. By demonstrating requirements, minimizing costs, and improving transparency, the SPV-delivered TA could reduce risk for lenders and enable farmers to access credit. A well-structured SPV could link farmers, lenders, input suppliers, and buyers through coordinated support networks and sharing of timely data.Webinar on 3-D Client Value Assessment
The Facility and the Feed the Future Innovation Lab for Assets and Market Access (AMA Innovation Lab) at UC Davis, with support from EA Consultants, organised a webinar to officially present the "3-D" Client Value Assessment tool. Merging the Facility’s PACE tool with the AMA Innovation Lab’s calculations for Minimum Quality Standards for agricultural index insurance, this tool provides a multi-dimensional understanding of the value proposition for potential or existing clients. This webinar introduced the tool, outlined its relevance and application, and provided tips for practitioners and researchers on how to use it to assess the value of their products.
Presenters: Tara Chiu (Feed the Future AMA Innovation Lab at UC Davis), Coralie Martin (EA Consultants) and Pranav Prashad (the ILO's Impact Insurance Facility). Moderator: Aparna Dalal (the ILO's Impact Insurance Facility).
Copy of 3 Last-mile distribution.pptx
The document discusses last-mile distribution models for supplying smallholder farmers in rural areas, comparing agent models, hybrid partnerships, retail models, and direct-to-customer digital approaches. It analyzes typical roles in distribution like creating demand, selling, transporting, and providing after-sales support. The workshop aims to help participants evaluate their supply chain and distribution channels and identify opportunities to improve reaching customers in rural markets.
Internal Assessment of Supply Chain Management
This document is an assignment prepared by Basudev Sharma for an internal assessment on agricultural supply chain management. It addresses several questions regarding supply chain definitions, the scope of studying supply chains in Nepal, and critical factors hindering agricultural supply chain performance in Nepal. Key points include defining supply chain and management, outlining the scope of studying supply chains for agribusiness development in Nepal, and identifying factors such as environmental uncertainty, government support, customer satisfaction, and globalization as critical hindrances. An example of Januka Poultry Farm's integrated chicken supply chain in Kathmandu is provided.
Supply Chain ManagementSupply chain management is the integratio.docx
Supply Chain Management
Supply chain management is the integration of activities that procure materials and services, transform them into intermediate goods and final products, and deliver them to customers. The production, distribution, and sale of both goods and services are bound by constraints in demand, supply, capacity, capability, and a myriad of other parameters.
In this assignment, consider the strategic implications of how an organization produces and interacts with its partners, customers, and suppliers.
Using online resources, and the Internet, research supply chain management processes. Based on your research, respond to the following:
· How can an organization optimize supply chain management to improve results and remove obstacles? Support your answer with two current examples.
Write your initial response in approximately 300–500 words. Apply APA standards to citation of sources.
(This is the assignment)
Executive Summary Presentation
In LASA 2 (M6: Assignment 2), you were asked to prepare a company analysis report, choosing one company relevant to you. In that assignment, you provided information about the company’s strategic overview, an analysis of its supply chain, a plan to improve its operating processes, and an explanation of the outcomes obtained from this plan and its impact on human resources.
In this assignment, you will create an executive summary of your findings from LASA 2. Your summary should include the following sections:
· A statement of the problem or topic
· A concise analysis of the findings and a recapitulation of any main conclusions or recommendations found in M6:Assignment 2
· Specific details to highlight or support the summary
Develop a 10-slide presentation in PowerPoint format. Apply APA standards to citation of sources.
Be sure to include the following in your presentation:
· A title slide
· An agenda slide
· A reference slide
· Headings for each section
· Speaker notes to support the content on each slide
Running head: COMPANY ANALYSIS REPORT1
COMPANY ANALYSIS REPORT13
Module 6, Assignment 2:
Company Analysis Report
Scott Jackson
Operations Management:
Solution
s to Business Challenges B6029
August 4, 2012
Supply chain analysis
A typical supply chain is a structure of organizations, people, technology, activities, information and resources engaged in conveying a product or service to customer from supplier. Supply chain involves transforming natural resources, raw material and components into a finished product that is distributed to the end customer. In complicated supply chain systems, used products may be brought back into the supply chain at any juncture where residual value is recyclable. This may involve a variety of stages. In food processing industry the supply chain stages include:
Producers (raw material producer, farmer)
Processors (processing factory)
Wholesalers
Retailers
Consumers
ProducersProcessors Wholesalers Retailers Consumer ...
Shaping a new CGIAR Mega Program on Livestock and Fish
The document proposes a new mega program focused on sustainably increasing productivity and consumption of livestock and fish in developing countries. It would do this by targeting interventions in select high-potential value chains through partnerships between research, development, and private sector actors. The goal is to generate measurable local impact, facilitate regional scaling, and produce technologies and learnings applicable more widely to benefit international development efforts. Key questions raised include whether this focus area and approach can achieve impact at scale, attract necessary partnerships, and balance local and global benefits.
1203064128711_Miller_Africa_VCF_Perspective.ppt
Calvin Miller has over 25 years of experience in agricultural economics and rural finance. He has worked extensively in value chain development, finance, and institutional development in Bolivia and over 40 other countries. In this presentation, he discusses the changing agricultural landscape driven by dynamic markets. He outlines the stages of agricultural finance from directed credit to value chain finance. Value chain finance links all participants in agricultural markets through strategic alliances and financial products. New technologies, risk management tools, and a focus on clients' business needs are shaping innovative approaches to rural finance. Governments can support value chain finance through policies that build capacity and market integration.
The Role of Technical Assistance in Lending Products for Smallholder Agriculture
The Role of Technical Assistance in Lending Products for Smallholder AgricultureTechnical Centre for Agricultural and Rural Cooperation ACP-EU (CTA)
The document discusses the role of technical assistance (TA) in lending to smallholder farmers. It proposes establishing a special purpose vehicle (SPV) to provide TA services as a way to mitigate risk for lenders and improve efficiency. The SPV would act as a virtual broker, bundling input, production, and market services and sharing timely information with farmers, lenders, and buyers to facilitate partnerships along the agricultural value chain. By improving transparency and reducing transaction costs, the SPV could help increase access to credit for smallholder farmers.International procurement strategies
Creating Opportunities and Leveraging World Class Tools to build effective synergies
Financial communication ccpr bms ppt
This document summarizes an activity-based costing system implementation project for a large European animal food producer. The system traces products through the production process to understand the full cost of each activity, process step, and product component. It provides visibility into production yields and losses from a financial perspective. Management can now make informed decisions on product profitability and identify areas for cost savings based on accurate, auditable cost data.
Approaches to pro-poor livestock market development
The document discusses several approaches to pro-poor livestock market development. It describes approaches aimed at farmers, such as collective action through cooperatives and producer groups, innovation platforms to improve linkages along the supply chain, and hubs to facilitate access to services and markets. It also discusses approaches aimed at small-scale market agents, such as providing business development services to upgrade value chains. Several principles of pro-poor market development are outlined, including increasing access to markets and value addition opportunities for smallholders and marginalized groups.
Role of Merchandiser in Supply Chain Management
This slide shows the information about the supply chain management in RMG sector. Viewers will get the relationship between supply chain and the responsible merchandiser for smooth running the whole factory activities.
IFPRI - NAES Conference on Sustainable & Resilient Agriculture - Anjani Kumar...
IFPRI - NAES Conference on Sustainable & Resilient Agriculture - Anjani Kumar...International Food Policy Research Institute- South Asia Office
The International Food Policy Research Institute (IFPRI) and the Nepal Agricultural Economics Society (NAES) are jointly organizing Annual Conference of Nepal Agricultural Economics Society on February 13-14, 2015 at Conference Hall, Trade Tower, Thapathali, Kathmandu, Nepal. During the annual conference of NAES, a special session on “Convergences of Policies and Programs relating to Sustainable and Climate Resilient Agriculture” is being organized. The aim of this special session is to showcase the studies and experiences in South Asian countries on climate resilient agriculture and how they can learn from each other to formulate progressive and sustainable policies to promote climate smart agriculture in a regional perspective.Supply Chain Spends: Advancing Sourcing Beyond Procurement Suites
Sourcing activities in supply chain-driven companies bear more critical weight than in other industries: The sourcing of suppliers for product materials, ingredients, packaging, production services, and transportation services has direct impact on not just costs but also on the company’s ability to satisfactorily deliver product to customers.
Most of those sourcing teams have already implemented a general procurement suite, likely SAP or Ariba or another solution, which includes an e-sourcing module. By now, initial benefits have been realized and may have plateaued. That also means that the limitations of the suite’s e-sourcing tool are now clear – and too many strategic sourcing events are still being handled using spreadsheets and other “off-line” de-centralized processes because they are not supported by the technology.
Are you among sourcing professionals who are now asking, “What’s next?” to get you to the next phase of savings, productivity, and innovation?
Supply Chain optimization & risks factors
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
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- 1. Innovations in Fresh Vegetable Supply Chains : Risk Reduction as Driver of Innovations M.G Subramanian, D.N.Suresh, Janat Shah, Uma Kausik Supply Chain Management Centre IIM Bangalore
- 4. Producer Commission Agent Primary wholesale trader Retailer Local consumer Itinerant traders Shipper Secondary wholesale trader Outside consumer Cooperative/ Regulated Market I I II III IV V VI VII Fig. Market channels for vegetables in India Source: AVRDC (Sermadevi R. Subramanian, Sivam Varadarajan, and Muthiah Asokan)
- 6. Producers Physical Possession Ownership Promotion Wholesalers Retailers Consumers Industrial and Household Physical Physical Possession Ownership Possession Ownership Promotion Promotion Financing Risking Ordering Payment Financing Financing Risking Risking Ordering Ordering Payment Payment The arrows above show flows of activity in the channel (e.g: physical possession flows from producers to wholesalers to retailers to consumers). Each flow carries a cost. Some examples of costs of various flows are given below: Marketing Flow Cost Represented Physical Possession Storage and Delivery Cost Ownership Inventory Carrying Cost Promotion Personal selling, advertising ,sales promotion, publicity, public relations costs Negotiation Time and legal costs Financing Credit terms , terms and conditions of sale Risking Price guarantee, warranties, insurance, repair, and after sales service costs Ordering Order- Processing costs Payment Collections, bad debts cost Negotiation Negotiation Negotiation Marketing Channels, Anne Coughlan et al
- 9. * Information was obtained through personal discussions with scientists of IARI, New Delhi. Source: Vegetable Demand and Production in India: Long-term Perspective Praduman Kumar, Pramod Kumar and Surabhi Mittal, Indian Agricultural Research Institute, New Delhi.
- 10. Source: “Vegetable Demand and Production in India: Long-term Perspective” from Praduman kumar, Pramod Kumar and Surabhi Mittal, Indian Agricultural Research Institute, New Delhi.
- 11. Price & Wastage Flow Source :(5) From competition at home to competing abroad :World Bank H: Markups increase with risk assumed by the channel player ? Q: Is this risk/reward structure “desirable”? Perishability Source: S. Raghunath and D. Ashok; June 2004 (IIM- Bangalore) Producer / Farmer: Price Rs. 2.00; Wastage: 20% Consolidator: Price: Rs.2.20; Wastage: 8% Market Wholesaler: Price Rs. 2.50; Wastage: 5% Semi-Wholesaler: Price Rs. 3.33; Wastage: 5% Retailers: Price Rs. 8.20; Wastage: 10% Commodity- Tomato; State - Karnataka
- 12. Uncertainties compound! Physical Risks Financial risks Information risks Deming: Reducing variability is key to process control !
- 15. Optimal Risk Mitigation Total Expected Cost Investment in Mitigation (Physical, Informational,Financial) Expected opportunity loss because of residual risk Optimal investment level on risk mitigation Cost
- 16. Why is that view justified? Returns to other inputs Returns to risk reduction An example is the ratio of incremental return to incremental cost spent in cropcare - ICRIER study * (cauliflowers) Mitigation costs Reduced Risks * Impact of organised retail on the unorganised Sector: Mathew Joseph et al
- 17. Optimal Risk Mitigation: Impact of improvement in investment cost drivers Total Expected Cost Investment in Mitigation (Physical, Informational, Financial) Expected opportunity loss because of residual risk Optimal investment level on risk mitigation Cost
- 18. Customer Price, Risk Reduction and Farmer’s Share- Giving it to the farmer Farmer’s share Supply Chain Costs Ph. Fi. In
- 20. Customer Price, Risk Reduction and Farmer’s Share- Giving it to the customer Ph. Fi. In Farmer’s share Ph. Fi. In