Biomass supply chains for invasive alien trees

The types of artificial intelligence, artificial intelligence integration to the food value and supply chain, other technologies embedded with artificial intelligence, artificial intelligence adoption barriers in the food value and supply chain, and solutions to overcome these barriers were analyzed by the authors. It was demonstrated by the analysis that artificial intelligence can be integrated vertically into the entire food supply and value chain, owing to its wide range of functions. Different phases of the chain are affected by developed technologies such as robotics, drones, and smart machines. Different capabilities are provided for different phases by the interaction of artificial intelligence with other technologies such as big data mining, machine learning, the Internet of services, agribots, industrial robots, sensors and drones, digital platforms, driverless vehicles and machinery, and nanotechnology, as revealed by a systematic literature analysis. However, the application of artificial intelligence is hindered by social, technological, and economic barriers. These barriers can be overcome by developing the financial and digital literacy of farmers and by disseminating good practices among the participants of the food supply and value chain.

Economic Vulnerabilities and Livelihoods: Impact of <scp>COVID</scp>‐19 in Fiji and Vanuatu

Understanding the Stickiness of Commodity Supply Chains Is Key to Improving Their Sustainability

The study is an exploratory exercise to assess the transparency and quality of supply chain reporting through ESG factors. A qualitative thematic content analysis of sustainability and integrated reports was employed on a sample constituted by Romanian listed companies, following the topic of supply and value chain reporting and transparency. The textual analysis was carried out with NVivo 15 after manual data gathering of reports publicly available for 2024. Afterward, a qualitative assessment was employed on the quality of supply and value chain reporting. For both qualitative assessments, the scoring method was used. The qualitative analysis revealed that the sustainability themes regarding “Value chain policies and codes of business conduct” and “ESRS value chain reporting” are the most transparently presented, obtaining the highest scores, followed by “Supply chain impact” and “Due diligence and ESG risk management in the value chain”. The least transparent topics are “ESG criteria integrated into supply chain management and suppliers selection” and “Communication and grievance mechanisms for value chain workers”. The supply chain reporting quality was assessed through the lens of robust points and weaknesses. The results showed that three companies have a good to outstanding quality of reporting, with a clear understanding of ESRS requirements and concrete steps integrated to improve supply chain transparency through ESG reporting. The paper enriches the knowledge in the field of assessing the supply chain ESG reporting transparency by adding value through the thematic qualitative analysis and evaluation of supply chain reporting quality, following the ESRS reporting framework. The results of the study can be helpful in the process of improving supply chain reporting, integrating ESG, and increasing the transparency of information by offering managers possible options for developing appropriate reporting tools.

Despite improvements, international food supply in general and coffee supply in particular continue to cause significant greenhouse gas emissions, economic inequities, and negative impacts on human well-being. There is agreement that dominant economic paradigms need to change to comply with the sustainability principles of environmental integrity, economic resilience, and social equity. However, so far, little empirical evidence has been generated to what extent and under which conditions sustainable international coffee supply could be realized through small intermediary businesses such as roasteries, breweries, and/or retailers. This case study reports on a collaborative project between a small coffee brewery and its customers in the U.S. and a small coffee roastery and its suppliers in Mexico that demonstrates how sustainable coffee supply could look like and explores under which conditions it can be realized. A research team facilitated the cooperation using a transdisciplinary research approach, including field visits and stakeholder workshops. The project (i) assessed the sustainability challenges of the current supply and value chains; (ii) developed a vision of a joint sustainable coffee supply chain; (iii) build a strategy to achieve this vision, and (iv) piloted the implementation of the strategy. We discuss the project results against the conditions for sustainable international coffee supply offered in the literature (why they were fulfilled, or not). Overall, the study suggests that small intermediary coffee businesses might have the potential to infuse sustainability across their supply chain if cooperating with “open cards.” The findings confirm some and add some conditions, including economic resilience through cooperation, problem recognition, transparency, trust, and solidarity across the supply chain. The study concludes with reflections on study limitations and future research needs.

The dairy sector in Mexico serves as a pivotal aspect of the national agricultural economy, marked by a complex supply and value chain with significant economic contributions. This essay aims to bridge the research gap in supply and value chain practices within the Mexican dairy industry, highlighting the need for the adoption of effective and competitive supply chain strategies to ensure food safety and security and align with export market standards. The supply chain spans several crucial stages, such as milk collection, processing, packaging, distribution, and retail. While the sector holds vast potential, small-scale farmers frequently encounter barriers to market entry and struggle with limited market access. Addressing the key elements of the supply chain and value chain within the Mexican dairy industry is imperative for devising competitive strategies and enhancing food security to comply with international export standards. The industry is confronted with sustainability challenges, notably the dearth of environment-specific data and the slow pace of technology adoption, which are aggravated by the dominance of small-scale operations, infrastructural inadequacies, and the lack of supportive governmental policies. An integrated and holistic approach is crucial for enhancing the competitiveness of the Mexican dairy industry.

There is pressure from globalization, growing human population, changing marketing techniques, consumption trends, climate warming, and modern technology on agri-food and related supply chains. These pressures have resulted in a situation where not only the economic aspect of agricultural supply chains is under scrutiny but also the societal and environmental aspects. It is in the light of this that we argue in this chapter that the promotion of supply and value chains in agriculture must be done within the context of all three dimensions of sustainability—the economic, social, and ecological/environment dimensions. This will increase the confidence of consumers in foods supplied through the chains that aim to meet their changing lifestyles and increasing incomes as well as the awareness of society about their health. This can only be achieved by building resilient and sustainable agri-food supply and value chains that inherently have in them systems for food traceability and mechanisms to deal with all the risks associated with agri-food supply and value chains.

Introduction: The business context​​​​​​​​​​​​​​ current,​​​​ the competitivity depends​​​​​​ no only of​​ the​ efforts​​​​​​ within us​​ the​ company,​​​​​ but​​ also​​​​ of the​ ability​​​​​​​​ of integrarefficientement the​​ activities​​​​​​​​​ within​​​​ his​ Chain​​​​ of Worth​​ and his​ Chain​​​​ of supplinits, and of build​​​​​​ to the​ collaboration​​​​​​ with​ others​​ actors​​​ clue,​​​ as​​​ suppliersors,​​​​​ distribuitor, clientes and strategic partnerships.​​​​​​​​​​​ A​ integrated model of the​​ two chains,​​​​​​ can be transformed into​​​​​​​​ the​​ mypes of the Municipio de Mixquiahuala​ of Juárez​​​​​ Hidalgo, better going​​​​ his​ efficiency​​​​​​ operative, reducing​​​​​​​​​​​​​ costs, accelerating​​​​​​​​​​ the​ innovation​​​​ and empowering​​​​​ his​ ability​​​​​​​ for​​​ to adapt​​​​​​ quickly​​​​​​​​​ to the demands​​​​​ of the market .​​​​ This article raises the question the impact it can have the integration of the​ Chain​​​​ of Worth​​​ and the​ Chain​​​​ of Supplinists in the mypes, highlighting how​​​​​​​ are​​​ they can​​​ colworar for​​ increase​​​​​​​ the​ competitivity​efficient​in​ the​ companies.​​​​​​ Objective: To base as the integration of the value chain and the supply chain​ contribute to the competitiveness of the mypes of the Municipality of Mixquiahula de Juarez Hgo. Theoretical Framework: The ability to share information in real time and respond in a coordinated manner to global crises (such as supply chain disruptions or changes in demand) can be a decisive factor for competitiveness.(Suchek, N., &amp; Franco, M., 2023) highlight that companies that efficiently manage their collaboration networks have a greater capacity to quickly adapt to changes in the economic and political environment, allowing them to maintain their competitive advantage. On the other hand, the generation of competitive strategies includes: deciding which fragments to enter, creating new dimensions of competition, establishing competitive pricing strategies effectively, focusing on geographic regions and developing internal talent (Schoemaker et al., 2018 and Vrontis and Christofi, 2021). In this sense, Vrontis et al. (2020), in their research with 3,500 Italian SMEs in the manufacturing sector, observed that a networking application contributes to improving their innovation capabilities through the proper execution of the value chain and supply chain. Method: He​ study​​​​​​ is​ of guy​ transection​​​​​​​​​​ and correlation - causal, given that​​ this​​​ guy​ of studies​​​​​​ for to Hernandez​​​​​​ and t to the (2014) describen that the​ relationship​​​​ between​​​ two either further​​ categories, concepts​​​​​​​​​​ either variables in​ a moment​​​​​ certain​​​​​​​ is​ say he recolect an​​ the​ data​​ from and n a moment to finish.​​​​​​​​​ Results and Discussion: In the mypes of Mxquihua de Juárez, it will be observed that many of them place little importance on planning actions and available resources. Instead, they operate reactively, without forecasting actual demand. This finding contrasts with the perspective of Calderón, J. and Cruz, E., (2005), who argue that the supply chain must be properly managed, which implies planning, resource organization, and control at each of its phases. Despite various studies and research, the correct implementation of the supply chain in MSMEs remains one of the least performed activities. This is mainly due to a lack of knowledge among managers or a lack of trained personnel, which limits the effectiveness of these practices in mypes. Now, for the integration of the Value Chain and the Supply Chain, it is essential to clearly represent the key activities and the flows of materials, information and capital that pass through the entire process. In this sense, the different activities of each chain must be visualized, which will allow their correct interrelation and in this way companies can collaborate with each other to improve the overall performance of the model. Research Implications: The development of the proposed model requires the analysis of different methodologies and theories, ranging from the supply chain and value chain to strategic analysis. This will, in turn, allow us to design a value chain and supply chain integration model based on the characteristics of SMEs. Originality /Value: With the development of the research, the result is the support for the design of the methodology required for the integration of the value chain and the supply chain, in which processes and procedures are proposed that can be tropicalized in companies with homogenous characteristics, since according to the information obtained, there are generic problems that impact mypes in Hidalgo.

This paper examines the grains value chain in agriculture, and identifies the importance in developing strategies which could better secure food production. The study highlights examples of successful integration of ICTs in agricultural supply and value chains. The development of strategies to integrate these ICTs into the supply chain will be proposed. It will be argued that the use of high powered computing for data mining and other technologies such as sensor networks, mobile communications, and GPS technologies can revolutionize the efficiency of these supply chains and therefore improve the food security. The study carried out a situational analysis of agricultural resources using standard internet search engines and applying data mining techniques in order to demonstrate how such technologies can be used to show difference in value chains across different situations. An assessment of the study found that the results from the grain-industry dataset support the similar supply chain grouping reported for other research studies. These groupings reflect the more-developed food-industry supply chains and may not capture all the interactions in less-developed supply chains. For example, when several of the food production processes are carried out by one food-producer, the activities will be more difficult to identify.

The traditional construction sector encountered obstacles that prevented it from developing, including knowledge asymmetry, complicated intermediary relationships, and high transaction costs. Blockchain technology offered a more effective, secure, and convenient mode of transaction and management to the construction industry because it was a decentralized, safe, and reliable information transmission and management tool. Blockchain technology could be applied to the construction industry's supply chain to achieve traceability and supervision, enhancing the transparency and dependability of transactions. At the same time, blockchain technology could be applied to the management of the construction supply chain to achieve rapid information sharing and verification, lowering transaction costs, and increasing transaction efficiency. However, the previous study on the use of blockchain technology in the building sector was still in its infancy and required more investigation and study. This study aimed to investigate how blockchain technology could be used in supply chain management for the construction sector to address present issues. The study's goals were to examine how blockchain technology could speed up transactions and improve supply chain management for the construction industry, as well as to examine how it could lower transaction costs and increase data sharing and information transparency. This study used a semi-structured interviewing technique for the purpose of gathering and analysing data. The researcher learned more about professionals and industry experts' thoughts and experiences with blockchain technology in construction supply chain management through in-person or remote interviews with them. The advancement of the construction industry's digital transformation and information upgrading reflected the significance of this study. This study would help the supply chain management in the construction sector in enhancing the effectiveness of supply chain transactions in the construction industry and reducing the transaction cycle; lowering the price of supply chain transactions in the construction industry and boosting the industry's competitiveness; strengthening the security and reliability of supply chain transactions in the construction industry and reducing data compromise and transaction risks.

The application of any e-Solution promises significant returns. In particular, using internet technologies both within enterprises and across the supply (value) chain provides real opportunity, not only for operational improvement but also for innovative strategic positioning. However, significant questions obscure potential investment; how any value will actually be created and, importantly, how this value will be shared across the value chain is not clear. This paper will describe a programme of research that is developing an enterprise simulator that will provide a more fundamental understanding of the impact of e-Solutions across operational supply chains, in terms of both standard operational and financial measures of performance. An efficient supply chain reduces total costs of operations by sharing accurate real-time information and coordinating inter-organizational business processes. This form of electronic link between organizations is known as business-to-business (B2B) e-Business. The financial measures go beyond simple cost calculations to real bottom-line performance by modelling the financial transactions that business processes generate. The paper will show how this enterprise simulator allows for a complete supply chain to be modelled in this way across four key applications: control system design, virtual enterprises, pan-supply-chain performance metrics and supporting e-Supply-chain design methodology.

The focus of this research study is in the field of future manufacturing, which is characterized by machine-to-machine communications and virtualized processes along the supply and value chain, in what is also termed digital manufacturing. This form of future manufacturing is called Industry 4.0, or the Industrial Internet of Things, and it presents both enormous business opportunities and challenges. Businesses have to radically change their current processes, procedures, products, and services in order to benefit from this development. The aim of this study is to investigate this current development by considering related technologies, business requirements, and strategic approaches that need to be applied by manufacturing companies to perform this transformation successfully. The research study includes a review of relevant literature, and reports on extensive practical research (based on an inductive qualitative research approach), whereby 40 reports from leading consulting companies were analysed, and semi-structured interviews with 11 industry experts were conducted. According to the research findings, this development is widely seen as an industrial revolution with two groups of identified technology driver: the main driver includes Cyber-Physical Systems, Big Data & Analytics, Cloud Computing, and IT-Security Systems, all of which offer tremendous opportunities for manufacturing businesses; and, the second group comprises technologies including Autonomous Robots, Additive Manufacturing, Augmented Reality, and Simulation (all of which are related to this development in a wider sense). From the findings, 10 generalized business requirements have been identified, the most important of which are a ‘Digital Organisational Mind-Set’, ‘Digital Infrastructure’, ‘Future Workforce’, and ‘Collaboration in the Ecosystem’. The other requirements included ‘Data and Cyber Security’, ‘Smart Innovation Processes’, ‘Digital Value and Supply Chain’, ‘Digital Product and Service Portfolio’, Capitalizing on the Value of Data’, and ‘New Types of Business Models’; these are more specific, and depend on individual company circumstances. Based on this study’s findings, a Digital Transformation Model has been proposed, which builds upon the theoretical framework (which comprises all research findings), and which can be applied by the manufacturing industry in their business practices. The main conclusions drawn from this study are that Industry 4.0 (I40) resp. Industrial Internet of Things (IIoT) present significant opportunities and challenges, not only for individual manufacturing businesses, but also for the entire manufacturing industry as well as the global economy. The means of preparing and transforming businesses to meet the demands of I40 resp. IIoT will inevitably take the form of joint projects, and will not be a ‘one-player game’; collaboration and cooperation amongst businesses and other partners will be fundamental. Manufacturing businesses are recommended to start this transformation immediately, regardless of their size and objectives. Companies should follow a systematic and strategic approach that allows them to exploit the short-term and especially long-term potential benefits of I40 resp. IIoT, whilst still being flexible enough to react quickly and embark on new developments.

Supply chains and energy security in a low carbon transition

All business sectors are witnessing the trend of increased global competition, which forces companies to improve their efficiency. Reduction of costs, improvement of operations, improvement of relationships with customers, suppliers, and partners, shortening of delivering times, streamlining and optimization of business (logistics) processes and operations always have been the main reasons for the adoption of new technologies. As a result of globalization and integration of different economies, and the formation of international global supply chains and clusters their importance has increased further. The use of new technologies undoubtedly contributes to improved efficiency of supply chain management. Supply chain management (SCM) focuses on the inter-organizational management of goods flows between independent companies in a supply chain, such as raw material suppliers, component manufacturers, finished product manufacturers, wholesalers, and retailers. The Global Supply Chain Forum (Lambert et.al., 1998) has defined supply chain management as the integration of key business processes from end users through original suppliers that provide products, services, and information that add value for customers and other stakeholders. This integrated approach to planning, control, and monitoring of product flows, from suppliers to end users, aims at improved customer service at reduced overall costs, and leads to the development of important relationships with logistics providers, suppliers, and customers in order to enhance information exchange and the coordination of business activities, which are the key advantages of an integrated supply chain. The coordination of management processes and activities in a supply chain requires efficient information exchange between companies involved in the supply chain. The processes involved in SCM extend far beyond the domain of one company or decisionmaker, so a collaborative system is essential to ensure that all interests are realized, sustained, and/or improved. As a result, collaboration among all participants in the value (supply and demand) chain is essential. To improve communication, data, information, and documents exchange between customers and suppliers, proper and effective information and communication technology (ICT) is a necessity. ICT is generally seen as supportive technology (a tool) to human activities or human performance of business actions. The proper use of ICT enables faster completion of tasks and activities, accelerates data preparation and transmission times, increases reaction speed

Liquified Petroleum Gas (LPG) 3 kg is subsidized fuel circulated by Pertamina Corporation. The objective of this research was to analyze the supply chain, the selling margin among distribution agencies, and the transaction cost in the market supply chain of LPG 3 kg in Yogyakarta. The research used primary data such as interview and observation. The data was analyzed with qualitative descrptive analysis. The result of this research show two LPG 3 kg supply chain in Yogyakarta which are Pertamina – Agent – Base Seller – Retailer – Shop Seller – Cosumer and Pertamina – Agent – Base Seller – Retailer – Small and Medium Enterprises. The highest marketing margin obtained by retailers are Rp. 2942/ gas tube in the first supply chain and second supply chain. The hihgest transaction cost is managerial transaction cost is first supply chain and second supply chain which equals to 62,56 percent and 61,97 percent. Followed by 31,26 percent of market transaction cost in the first supply chain and 31,75 percent in the second supply chain. The lowest transaction costs are 6,13 percent of political transaction cost in the first supply chain and 6,26 percent of political transaction cost in the second supply chain. Therefore, the solution to this problem is a review of the highest retail price for LPG 3 kg in Yogyakarta so it could be relevant for agents who experienced the highest transaction cost.