農(nóng)產(chǎn)品供應(yīng)鏈管理【外文翻譯】

1、外文翻譯原文Agri-SupplyChainManagementMaterialSource:/en/Document.923.pdfAuthor:JanvanRoekelThissectiondescribesthreecasesofcross-bordersupplychaindevelopmentinthefoodindustry.Eachcasehighlightsbackground,objectives,approach,andcooperationandthedevelopmentprocess.TheGhanaianProcessedF

2、ruitSupplyChainBackground:Importsofvegetables,fruits,nutsandcerealsfromdevelopingcountriesintotheEuropeanUnionamountedtomorethan?8billionin1999Buurmaetal.,2001).Developingcountryproducersfaceincreasingdifficultiesinmeetinginternationalstandardsforqualityandfoodsafety.Moreover,manymultinationalfoodch

3、ainsarecreatingandimplementingtheirownstandardsforqualityandsafety.Smallholderproducers,duetotheirlimitedresources,areatadisadvantageinaccommodatingsuchrequirementsforqualityandsafetyguaranteesandcertification.Objectives:ThecompanyBlueSkieswasformedin1997andstartedtoproduceprocessedtropicalfruitsfor

4、theinternationalmarketinGhanaearly1998.Shortlythereafter,thecompanyinitiatedasupplychainmanagementprojectaimedatimprovingthequalityofitsprocessedfruit.Onetaskwastotakeahardlookattheorganizationoftheprocessedfruitsupplychain.Theresultofthisanalysiswasthecompany"sdecisiontomovesomeprocessingactiv

5、itiestoGhana,tothebenefitofboththeenterpriseandthelocalcommunity(intheformofjobs).Themovebroughtmorevalue-addedactivitiestothecountry,andthequalityoftheproductwasalsoimproved,astheprocessingwasbroughtclosertothegrowingarea.Approach:BlueSkiesinitiatedandguidedtheprojectdevelopmentprocess,translatingE

6、uropeanmarketopportunitiesintoastrategicbusinessmodelfortheGhanaiansupplychainpartners.Qualityofprocessedfruitandtheentireproductionprocessisnowguaranteedthroughanintegratedapproachtosupplychainmanagement'fromfarmtofork'.Somesmalllhogee國aleproducersandtheirout-growerssupplyfreshfruittothepro

7、cessingfactory.Noteworthyoutputsoftheprojectincludethefollowing:- developmentandimplementationofatrustedthird-partycertificationschemebyallchainpartnerswithin24months- addedvaluetorawmaterialsinthecountryoforigin- substantialexportflowtoupper-endmarketsegmentsinvariousEuropeancountries-signedagreeme

8、ntoffruitsuppliersonfarmauditsandapprovedpesticidesforeachcrop- staffoftheprocessingfactory(250localemployees)trainedtoassemble,prepareanddispatchfruitaccordingtoHACCPprinciples- developmentofaqualitymanualforcertificationCooperationandthedevelopmentprocess:Thefoodprocessingcompanyhasdevelopedclosel

9、inkswithabroadrangeofpublicandprivatepartners.Eachmakesitsowncontributionstothechainproject:providinghelpandassistancetofarmer-suppliersintheformofagriculturaleducationandadvice,developingasoundtransportandlogisticsinfrastructure,developingresilientandsuitablepackagingprocessesandimplementingquality

10、managementsystems.Thepublicpartnersandinternationalcentersofexpertiseparticipatedinthedesignoftheprojectandimplementationofthecodeofconductongoodagriculturalpracticeswiththefruitsuppliersandtheprocessingfactory.SouthAfrica-TheNetherlands'FreshFruitSupplyChainBackground:SouthAfrica'freshfruit

11、industryhasexperiencedtoughtimesrecentlyduetothe1997deregulationoftheexportsystem.Competitionincreasedandpricesdropped.ThesedevelopmentspromptedthestakeholdersofthesectortoundertakeafeasibilitystudyonoptimizationofthecoldfruitsupplychainbetweenSouthAfricaandtheNetherlands,amajortradingpartner.Thestu

12、dywasconductedin2000withfarmers,fruitcooperatives,privatecompaniesandknowledgeinstitutesfrombothcountries.Itfoundthatlackofaccurateinformationonlogisticsflowsandqualityaspectsofthefruitwasaproblemcommonamongallthechainpartners(fromfarmertoretailer).Toaddresstheproblem,thepartnersinitiatedaninformati

13、onsystemdevelopmentprojecttoenablethemtomonitorproductflowfromcountryoforigintomarket.Objectives:Thefirstobjectivewastoassessthepotentialbenefitsandcostsofanintegratedsupplychaininformationsystem.TheSouthAfricaninformationandcommunicationtechnologyproviderPaltrackhadalreadydevelopedasystemusedbySout

14、hAfricanauthoritiestorecordthequantityofallfruitexportedfromthecountry.TheaimofthefreshfruitsupplychainpilotprojectwastoextendthisinformationsystemwithlogisticsandqualitydataforfruitfromSouthAfricadestinedfortheNetherlands.Approach:ThreeexistingdistributionchainsforfreshfruitexportsfromSouthAfricato

15、theNetherlandsservedasmodelsintheproject.Participatingresearchinstitutesgatheredinformationfromtheseprivatecompaniesviainterviews.Questionsfocusedonhowinformationonlogisticsandproducequalitywasexchangedfromfarmertoretailerandonspecificrequirementsforadditionalinformationonthesetwoaspects.Theresearch

16、ersanalyzedthethreedistributionchainsseparatelytoensureconfidentiallyofchaininformation.Anumberofprojectoutputsareworthyofnote:WorldBankPaperCross-BorderAgriSupplyChainManagement- Genericmodelingofasupplychaininformationsystemforfruitwhichcanbeusedoradaptedbyothersupplychains- Ideasforimprovinginfor

17、mationexchangebetweenchainpartners- Suggestionsforfarmer-levelimprovementsconcerningharvestandpost-harvestactivities- Suggestionsforcooperative/exporter-levelimprovementsregardingquality-controlpractices,feedbacktofarmersandstandardization,forexample,ofshippingpallets-Suggestionsforgovernment-leveli

18、mprovementssuchasinvestmentsinfruitsectorinfrastructure(packinghouses,transport,harbor),qualitycontrolandresearchfacilities- Disseminationofresultsinworkshops,conferences,publicationsandWebsitesCooperationandthedevelopmentprocess：Bothprivateandpublicpartiesparticipatedintheproject.Someoftheprivateco

19、mpaniesinvolvedweremotivatedtoparticipatebecausetheircompetitordidsoortomakesurethattheydidnotmissoutonmarketadvantagesorinnovations.coordinatorrespondedtoinformationrequestsandsolvedproblemssuchasmisunderstandingsanddisagreementsamongprojectparticipants.Thecommittee'staskwastoapprcprojectactivi

20、ties,monitorprojectperformanceandactonnewdevelopmentswithinthesupplychain.Theparticipantsapparentlyvaluedthesemeetings,sincemostwerepresentatall.Theatmosphereofthemeetingswasopenandpositiveandevencompetitorschattedamicablybeforeandaftertheofficialbusiness.Becauseparticipantshadsignedclearagreementso

21、nconfidentiality,intellectualpropertyrightsandinformationdisseminationtothe'outsideworld',nosignificantproblemsaroseconcerrMnisSUes.Publicsectorcontributionsreflectedthetwocountriescommitmenttoprivate-sectordevelopmentand,therewith,toeconomicgrowthonbothsides.FreshFoodSupplyChaininThailandBa

22、ckground:Thaiconsumersarespendinganincreasingproportionoftheirincomeonfreshfruitsandvegetables,thepercentagehavingrisenfrom19%in1985to24%in1993.Mostproduceissoldintraditionalmarketoutlets,inambulantstreettradeandintheso-called(wetmarkets'Overall,5%ofsalesaremadethroughsupermarkets,althoughthispr

23、oportionhasalreadyreached50%inthecapitalBangkok.Inrecentyears,internationalretailersWorldBankPaperCross-BorderAgriSupplyChainManagementlike7-Eleven,RoyalAhold,Tesco,Makro,CarrefourandSainsburryhaveestablishedsupermarketsespeciallytoserveThailand'urbanconglomerates.In1996,RoyalAholdestablishedajo

24、intventurewiththeThaiCentralRetailCorporationandstartedtooperatemorethan30TOPSsupermarkets(mostofwhicharelocatedinBangkokandChiangmai).Fromthestart,TOPSproliferateditselfasthesupermarketchainforqualityfreshfood.Objectives:In1998,TOPSbeganasupplychainprojectaimedatprovidingThaiconsumershigh-quality,s

25、afe,freshproducewithreliableavailabilityataffordableprices.Toachievethatgoal,however,thesupplychainfacedanumberofproblems.Forexample,roughly250suppliersweredeliveringperishablesdirectlytothebackdoorsof35storesatleastthreetimesaweek.Thismeanthighhandlingcosts,significantpost-harvestandshrinkagelosses

26、andlowservicelevels(meaningthatproducewasoftenoutofstock).TOPSenlistedpublic-sectorassistanceandstartedtheprojectwithfourobjectives:raisingthelevelofservicewithintheperishablessupplychain;reducingleadtimesandpost-harvestlossesandshrinkage;improvingqualityandsafetyofproducebydevelopingpreferredsuppli

27、errelationshipsandintroducinggoodagriculturalpracticesandacertificationscheme;andraisingtheknowledgeandawarenessofemployeesandprofessionalsinthelocalfoodindustrythroughon-the-jobtraining(e.g.,inHACCP)andamini-MBAprogram.Approach:TheTOPSsupplychainhasthusfarfocusedondelegatingvalue-addedactivitiesand

28、selectingpreferredsuppliers.Sinceatthestartoftheprojectnoneofthefresh-goodssuppliersperformedthevalue-addedfunctionsrequired(e.g.,sorting,packaging),theprojectdecidedtobuildafreshdistributioncenterthatwouldalsoperformproductivefunctionslikequalitycontrol,packagingandprocessing.Thisvalue-addedcenterw

29、asacompletegreen-fieldoperationlocatedontheedgeofBangkok.Thecenterservedasthelocusfortheprojectwsrktoimprovesupplychainperformanceforperishables.Anumberofnoteworthyresultswereachieved:- EstablishmentofthefreshdistributioncenterinBangkok- Reductionofthenumberofpreferredsuppliersfrom250to60inthefirsth

30、alfof2001,with40outofthe60certifiedbytheDepartmentofAgriculture(DOA)andcarryingtheDOAlabel- ProvisionoftrainingtoqualitycontrolmanagersattheTOPSdistributioncenterandinthestores,withtheservicelevelincreasingto98%- Developmentofavalue-chainanalysismodel- Developmentofamodelforlead-timereduction- Reduc

31、tionofthelead-timefromfarm-to-forkfrom68hourstolessthan24hoursCooperationandthedevelopmentprocess:Between1998and2002,theemphasisofthesupplychaindevelopmentstrategygraduallychangedfromchainoptimizationtointegralchaincare.Chainpartnersestablishedcross-borderpublic-privateallianceswithinternationalrese

32、archinstitutesandministriesofagriculturetofindwaystoincreasefoodsafetyassuranceandimprovecertification,aswellastostrengthenresearchandeducationcapacityaboutandwithinthefoodchain.TheprojectbecameaffiliatedwiththeDepartmentofAgriculturecestificationprogramtoincreasepublicawarenessandgaintrustandtobuil

33、dtheimageofareliableandresponsibleretailer.Themainchallengestheprojectencounteredconcernedinterculturalbarriers.Forexample,thepreferredsupplierprogramranupagainstthetraditionalThaisystemofpersonalnetworksinagriculturaltrade.Buyersandsupplierscustomarilymaintainpersonalrelationshipstocreatestabilitya

34、ndcontinuityintrade,despitethefactthatthisisnotalwayseconomicallyefficient.Consequentlytherehasbeensomeresistancetooptimizationofthesuppliernetwork.However,theprojecthashelpedtoconvincemanyparticipantsthattheimplementationofthepreferredsupplierprogramisrequiredtoimprovethesupplyofperishables.Also,th

35、echainpartnerssometimesexperiencedinterculturalcommunicationbarriers.Thisresultedindelaysandpostponementsbutalsocontributedtoagrowingmutualunderstanding.譯文農(nóng)產(chǎn)品供應(yīng)鏈管理作者：杰.范.洛克爾資料來源:/en/Document.923.pdf這部分描述了三個跨國的食品生產(chǎn)供應(yīng)鏈的案例。每個案例都強(qiáng)調(diào)了背景、目標(biāo)、方法，及合作發(fā)展的過程。加納加工水果供應(yīng)鏈背景：從發(fā)展中國家進(jìn)口蔬菜、水果、堅果和谷物到歐

36、盟，到2001年總計已經(jīng)超過？80億。發(fā)展中國家的出口商在達(dá)到國際水平的質(zhì)量和食品安全上不斷遇到困難。除此之外，許多跨國食物鏈正在生成和實施他們自己的質(zhì)量和安全水平。由于小農(nóng)戶生產(chǎn)者受到資源的限制，處于弱勢，需要得到質(zhì)量和安全的保證及認(rèn)可。目標(biāo)：藍(lán)天公司成立于1997年，在1998年早期開始生產(chǎn)已加工過的熱帶水果，運往加納的國際市場。不久之后，這個公司為了提高已加工水果的質(zhì)量，啟動了供應(yīng)鏈管理項目。其中一項任務(wù)就是認(rèn)真審視已加工水果組織的供應(yīng)鏈。分析得出結(jié)果，公司必須對加納市場采取一些處理活動，使公司和當(dāng)?shù)亟M織都能獲利。這項措施不僅帶動了其他附加活動，同時產(chǎn)品的質(zhì)量也得到了提升，生產(chǎn)過程也更接

37、近市場。方法：藍(lán)天公司創(chuàng)造并引導(dǎo)了這個項目的發(fā)展，改變了歐洲市場機(jī)遇，為加納供應(yīng)鏈合作伙伴提供戰(zhàn)略業(yè)務(wù)模型。通過對供應(yīng)鏈管理“從農(nóng)場到餐桌”方式的整合保證了已生產(chǎn)水果的質(zhì)量和整個生產(chǎn)過程。一些小農(nóng)戶們或者大規(guī)模的生產(chǎn)者和他們的專門種植者為生產(chǎn)工廠提供新鮮的水果。值得注意規(guī)定項目如下：- -在24個月內(nèi)供應(yīng)鏈內(nèi)所有的合作伙伴開發(fā)和實施第三方認(rèn)證制度。- -對原產(chǎn)國的原材料增加附加價值。- -實質(zhì)性的出口到歐洲不同國家的市場上。- -簽署農(nóng)場水果供應(yīng)商審核并批準(zhǔn)對每種農(nóng)作物農(nóng)藥的協(xié)議。- -生產(chǎn)工廠的員工（250個本地員工）要根據(jù)HACCP原則練習(xí)裝配，準(zhǔn)備并調(diào)度水果。- -開展質(zhì)量手冊，以便資料

38、核對的。合作發(fā)展過程：食品加工公司已經(jīng)開發(fā)出了一系列緊密聯(lián)系在一起的公共建筑和私人合作伙伴。每個人都致力于這個供應(yīng)鏈項目：以農(nóng)業(yè)教育及指導(dǎo)的方式為農(nóng)民-提供者提供幫助與方便，發(fā)展良好的運輸和物流基礎(chǔ)設(shè)施，發(fā)展彈性的合適包裝過程和實施質(zhì)量管理體系認(rèn)證。專業(yè)的公眾參與者和國際中心參與工程的設(shè)計，實施以良好的農(nóng)業(yè)措施和水果供應(yīng)商為準(zhǔn)則的項目。農(nóng)業(yè)生態(tài)提供發(fā)展中的一個質(zhì)量手冊來支持認(rèn)證程序；加納植物保護(hù)和管理服務(wù)提供額外的對農(nóng)藥應(yīng)用的訓(xùn)練；校準(zhǔn)噴涂設(shè)備和適當(dāng)?shù)母鲗嵺`。南非-荷蘭的新鮮水果供應(yīng)鏈背景：南非的新鮮水果工業(yè)由于1997年的出口放松管制制度經(jīng)歷了艱難的時刻。競爭加劇，價格下降，這些發(fā)展促使該

39、部門為了優(yōu)化主要供應(yīng)鏈貿(mào)易伙伴-南非和荷蘭的冷鏈供應(yīng)鏈，對利益相關(guān)者進(jìn)行可行性研究。這項研究是對2000年兩國的農(nóng)民、水果合作社、私人公司和機(jī)構(gòu)的信息知識進(jìn)行調(diào)研。結(jié)果發(fā)現(xiàn)，缺乏準(zhǔn)確的對物流流量和果實品質(zhì)方面的信息問題在所有供應(yīng)鏈合作伙伴（從農(nóng)民到零售商）是常見的。為了解決這一問題，合作伙伴發(fā)起的信息系統(tǒng)開發(fā)項目，使他們能夠監(jiān)控產(chǎn)品從原產(chǎn)地到市場國家的流動情況。目標(biāo)：第一個目標(biāo)是評估潛在的利益和整合供應(yīng)鏈信息系統(tǒng)的綜合成本。南非信息和通信技術(shù)提供商已經(jīng)開發(fā)了南非當(dāng)局用來記錄從該國出口的所有果實的出口量的制度。該新鮮水果供應(yīng)鏈試點項目的目的是要擴(kuò)大這個物流信息系統(tǒng)和自南非到荷蘭的果實品質(zhì)數(shù)據(jù)。方

40、法：從南非到荷蘭的現(xiàn)存三個新鮮水果出口供應(yīng)鏈在項目中擔(dān)任項目模型。參與研究機(jī)構(gòu)通過采訪收集了這些私營公司的信息。問題集中在從農(nóng)民到零售商如何在物流信息交換和生產(chǎn)質(zhì)量這兩方面的得到其他信息要求。研究人員分開分析了三個銷售鏈，以確保信息保密。對項目產(chǎn)出的數(shù)目是值得注意的：世界銀行跨境農(nóng)業(yè)供應(yīng)鏈。- -通過建模的水果信息系統(tǒng)供應(yīng)鏈可被其他供應(yīng)鏈?zhǔn)褂没蛘哒{(diào)整。- -提高供應(yīng)鏈合作伙伴之間的信息交流。- -為農(nóng)民有關(guān)收獲以及收貨后活動提供農(nóng)民層面上的技術(shù)改進(jìn)建議。- -為合作/出口商級改進(jìn)有關(guān)質(zhì)量控制、反饋農(nóng)民和標(biāo)準(zhǔn)化的建議。如：航運托盤。- -對于政府層面的改進(jìn)建議，如在水果部門的基礎(chǔ)設(shè)施（包裝房屋，交通，港口），質(zhì)量控制和研究設(shè)施的投資。- -傳播講習(xí)班，會議，出版物和網(wǎng)站的結(jié)果。合作發(fā)展過程：私人和公共締約方參加了本項目。一些私人公司之所以涉及是因為他們的競爭對手也在如此做或者是為了確保他們沒有錯過市場優(yōu)勢或者創(chuàng)新。協(xié)議員要回答需要的信息以及解決問題，如項目參與方之間的誤解和分歧。委員會的任務(wù)是批準(zhǔn)項目活動，檢測項目績效和作用域供應(yīng)鏈內(nèi)的新發(fā)展。這些參與者對于會議顯然都是有效的，因為大多數(shù)人都出席了。這些會議的氣氛是輕松積極的，甚至競爭對手在前后正式營業(yè)交談中也是。因為參與者簽署了關(guān)于知識產(chǎn)權(quán)和信息傳播到“外面世界”的保