Sama-sama Chocolatier Sdn Bhd is a Malaysian chocolate manufacturer that aims to advocate for ingredient provenance, preserve genetic heritage, and reduce carbon footprint. They produce basic, premium, and seasonal chocolate bars. Their supply chain approach focuses on these goals as well as customer care. Potential positive impacts include reduced greenhouse gas emissions and energy savings, while potential negatives include increased waste and water usage. Future challenges include reducing carbon footprint and food wastage. Recommendations include emphasizing regional and consumer values, improving supplier selection, and implementing risk management planning.

1. Sama-sama Chocolatier Sdn Bhd:
Achocolate bar
byNafisNirman
‘’What’s happening in a financial crisis is quest by
consumers for products that are more affordable but
that also overtake their expectation’’- KPMG
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2. Impression
Source: Canva - Amazingly Simple Graphic Design Software
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3. Company Background
Company’s name. Sama-sama Chocolatier Sdn Bhd.
Business Category. Manufacturer.
Vision. Families and communities having resources to protect the Earth.
Mission. To advocate ingredient provenance, preserve genetic heritage
and reduce carbon footprint.
Value. Eating seasonal and local produce.
Corporate Office. Petaling Jaya, Selangor.
Sales and Marketing. Shah Alam, Selangor.
Factory. Pelabuhan Klang, Selangor.
Warehouse. Butterworth, Penang; Pasir Gudang, Johor; Langkawi,
Kedah; Labuan, Sabah.
Outlet Store. KL City Centre, Wilayah Persekutuan Kuala Lumpur.
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4. Stakeholders
• Policymaker. Company Commission of Malaysia (SSM);
Department of Veterinary Services Malaysia; Federation of Malaysian
Manufacturer; Halal Agency; MATRADE; Local Municipal Council;
Royal Malaysian Custom; and SIRIM Bhd.
• Practitioner. Vendor = Cocoa & Dairy Farmer; Cane Grower; Sea
& Land Freight Services; Aluminum Trade and Mining Centre;
Coconut, Red Guava Farmers; Hibiscus Nurseries; and Commercial
Real Estate for Lease.
Customer = Grocery Outlet & Discount Store; Duty-free & Travel
Retail
• Consumer. End-user = Female Adults (18 up to 44); Middle-Income
Group; Internet Surfers and TV Addicts; Dependent and Independent
Tourist; Souvenir Hunters and Novelty Seeking Shopper.
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5. Market Insight
Source: A taste of the future by KPMG.
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6. Types of Product
• Basic. Red Guava Filled Chocolate Candy Bar (25g&50g)
• Premium. I-pad sized Organic Virgin Coconut and Pineapple Milk
Chocolate Bar (350g)
• Seasonal. Crystalized Hibiscus Petal Dark Chocolate Bar (100g)
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7. SCMApproach
Advocating ingredient provenance, preserving genetic heritage and reducing carbon footprint.
Chocolate bar and customer care.
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8. Potential Impact - Positive
• GHG Reduction. Limited (e.g. somewhat distributions
are within the nation, through fuel reduction)
• Energy Savings. Dried fruits (e.g. somewhat in farms’
drying processes)
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9. Potential Impact - Negative
• Waste Increment. Manufacturer (e.g. through uses of aluminum foil)
• Water Wasting. Farm (e.g. watering plants and feeding livestock)
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10. Future Challenges
• Carbon Footprint. There is some potential through improvements
in technology, but the developments have reached a state where
reductions in emissions are in conflict with energy use (Schiefer
& Deiters, 2015).
• Food Wastage. Consumers receive food in the right appearance,
weight, size and shape, so farmers waste large portions of their
crops instead of delivering them to the retail. Standardized
packaging additionally contributes to the problem of food waste in the
fruit and vegetable sector (Gobel et. al, 2015).
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11. Recommendation
• Regional. Emphasizing involvements in the view of consumers a
multitude of additional ‘goodies’ such as trustworthy claims,
acceptable animal welfare considerations by responsible people, non-
GMO, et cetera (Schiefer & Deiters, 2015).
• Productivity. To avoid problems at the supplier end, Sama-sama
should create a department for supplier selection and evaluation
(Diabat, Govindan & Panicker, 2012).
• Risk Management. A risk management planning process is then
proposed to help SCM managers navigate through a logical sequence
of reasoning to establish a comprehensive risk management
strategy (Bandaly et. al, 2012).
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12. Conclusion
• Overall, many of the options for food businesses and potential routes
to more sustainable food supply chains discussed can create benefits
both for the businesses involved and for others in the supply chain
from farmers to consumer (Smith, 2008).
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13. Reference
• Bandaly, D., Satir, A., Kahyaoglu, Y., & Shanker, L. (2012). Supply chain risk
management — I: Conceptualization, framework and planning process. Risk
Management, 14(4), 249-271.
• Diabata, A., Govindan, K., & Panickerc, V. V. (2012). Supply chain risk management and
its mitigation in a food industry. International Journal of Production Research, 50(11),
3039-3050.
• Göbel, C., Langen, N., Blumenthal, A., Teitscheid, P., & Ritter, G. (2015). Cutting food
waste through cooperation along the food supply chain. Sustainability, 7(2), 1429-1445.
• KPMG (2014). A taste of the future: The trends that could transform the chocolate
industry. Retrieved from
https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Documents/taste
-of-the-future.pdf
• Schiefer, G., & Deiters, J. (n.d). Sustainability of food chains - meeting the challenges of
the future. Journal of University of Bonn, 1-16.
• Smith, G. (2008). Developing Sustainable Food Supply Chains.
Philosophical Transactions: Biological Sciences, 363(1492), 849-861.
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