become more strategic about their supplier relationships and to integrate their supply chains better • Seasonality of supply and demand (natural cycles) • Natural variability of inputs • High volatility of demand (e.g. Weather effects) • Very short shelf lives of many products • Traceability and safety • Substantial use of promotions • Affected by social trends (aging; obesity; single households) • Impact on the Environment (Water, Energy, Emissions, Waste) • Unbalanced power relationships
become more strategic about their supplier relationships and to integrate their supply chains better Current Concerns • Fragmentation and lack of coordination across many food supply chains • Issues of connectivity between areas of food production and consumption • The relative remote location of some key production areas, such as Ireland • A lack of visibility and understanding from farm to consumer
European Union’s Cohesion Policy. It funds projects which support transnational cooperation. Cranfield School of Management, UK Université D’Artois, France Wageningen University, Netherlands European Food and Farming Partnerships (EFFP) DHL Supply Chain Partners
• to improve environmental sustainability of food and drink supply chain logistics Context •rising food demands •increasing energy prices •the need to reduce environmentally damaging emissions Aim
chain architecture that will enable food companies to optimise the financial, environmental and social costs (3BL). • WP 2: To develop a collaborative framework suited to the needs of the food and drink logistics sector in NWE. • WP 3: To develop a logistics ICT technical tool that is an enabler to the delivery of three transnational pilots.
for 3BL calculation 3. Developing analytical tools 4. Piloting the business model 5. Establishing the Transnational Centre for Sustainable Logistics Who: • EFFP • Université D’Artois • University of Wageningen
for facilitation of collaboration 3. Transnational pilots Who: • DHL Supply Chain • EFFP • Cranfield University • Université D’Artois • University of Wageningen • Industrial partners
where value can be potentially created Workshops Pilots Confirm potential value Prove value • Targeted • Segmented • Attractive • Incentivised • Configurable Tell us what is available ! Establish what needs all stakeholders have What do they want to do that they can’t do now (improve existing) Need to demonstrate the ‘art of the possible’ (transformational change) Baseline current state (how do we do social bottom line ?) The research approach
Of the market Optimization of the supply chain Strategic Points of clients Planning & management of demand Planning of supplying Inventory management Transportation planning Tactical Detailed scheduling and planning Dynamic inventory management Detailed planning of transportation charges and capacities Operation / Execution
with an associated business model 2. Analytical tools that will help businesses with supply chain decision making 3. An e-book: business model + tools 4. The Transnational Centre for Sustainable Food Logistics 5. Trailing through three transnational pilots 6. Six international workshops 7. Variety of academic and managerial publications
for evaluation of 3BL policies and decisions 3. An e-book: framework implementation + tools description 4. Trailing through three transnational pilots 5. Variety of academic and managerial publications
platform to enable WP1 and WP2 to be tested in operational pilots 2. A detailed IT and pilot companies’ IT and process requirements document 3. Testing of WP1 and WP2 in a live environment using ICT platform