POST-HARVEST LOSSES ASSESSMENT IN THE WATERMELON CHANNEL DISTRIBUTION DURING COVID-19 RECOVERY PHASE IN MALAYSIA

Although optimization of a fresh agricultural products supply chain has been widely studied, not much attention was paid to the impact of coevolution on the stability of such a supply chain, especially in the green development of such a supply chain. In this paper, based on the synergy theory and by considering the green development of the supply chain, with logistic model deduction of the trading volume of the supply chain as the system order parameter, system dynamics simulation is performed, showing the influence of the coevolution mechanism of various subsystems and the complex evolution game process on the stability of the supply chain. These results indicate that excessive coevolution among subsystems is not conducive to the supply chain when it enters a stable and orderly state. Only when the coevolution ability is controlled within a certain range can each subsystem achieve maximum profit. At the same time, the simulation results demonstrate the positive impact of coevolution on the stability of the supply chain. Sensitivity analysis shows that environmental factors such as the recycling rate of rotten products and the levels of government regulation and environmental ethics regulation have a positive impact on the stability of the supply chain, for which the larger the climate impact factor is, the less conducive it is to the stability. This research report provides some guidance for the sustainable development of the fresh agricultural products supply chain.

The supply chain is an important part for firms to maintain competitive advantages. With the development of the Internet industry, the complexity of the business environment faced by E-commerce firms has greatly increased. Additionally, unexpected events have occurred from time to time, which have seriously affected the stability of the E-commerce supply chain. Supply chain social capital comprises the resources obtained by firms in the supply chain network through reputation, status, trust, commitment, etc., which allows the firms in the supply chain to form an interdependent relationship. Supply chain social capital can generate sustainable competitive advantages for supply chain firms. Based on the theory of social capital, this paper analyzes the impact on supply chain collaboration and stability from the three dimensions of supply chain capital: structural capital, cognitive capital, and relational capital. The results show that supply chain social capital positively affects supply chain collaboration and affects the stability of the supply chain in indirect ways. At the same time, this paper also found that under different supply chain governance modes, there are differences in the relationship between supply chain social capital and supply chain collaboration, that the moderation effects of contractual governance are not significant, while relational governance has positive moderation effects on the relationship between supply chain structural capital, relational capital, and supply chain collaboration. The conclusion of this study provides a theoretical basis for E-commerce firms to improve the level of supply chain social capital, adopt informal relational governance to face market uncertainty, and then promote the stability of the supply chain. At the same time, it also provides practical reference for the management department to issue policies so as to promote mutual understanding between supply chain cooperative firms, and to form a harmonious supply chain relationship.

The rise and fall of onion production; its multiple constraints on pre-harvest and post-harvest management issues along the supply chain in northwest Ethiopia

Partnerships promote innovation in food supply chains

With the swift development of modern science and network technology and fortified trend of economics globalization, the cooperation between supply chain partners is happening with increasing frequency and the cooperation difficulty increased correspondingly. Supply chain is a complex system which involves multiple entities encompassing activities of moving goods and adding value from the raw material stage to the final delivery stage. Feedback, interaction, and time delay are inherent to many processes in a supply chain, making it a dynamics system. Because of the dynamics and complex behaviors in the supply chain, the study on the stability of supply chain has become an independent research field only in last decade. At the same time, the great development of control theory and system dynamics provides an effective way to understand and solve the complexity of evolution in the supply chain system. The research on stability of supply chain was put forward during the studying of bullwhip effect. According to the paper of Holweg & Disney (2005), the development of the research on stability of supply chain and bullwhip effect can be divided into six stages: 1. Production and Inventory Control (before 1958) Nobel laureate Herbert Simon (1952) first suggested a PIC model based on Laplace transform methods and differential equations. In the model, Simon used first order lag to describe the delay of stock replenishment. Vassian (1955) built continuous time PIC model using Z transform. Magee (1958) solved the problems of inventory management and control in order-up-to inventory policy. At this stage, early PIC models were built based on control theory and the dynamics characteristics of PIC systems were discussed. 2. Smoothing production (1958-1969) In the early 1960s, Forrester (1958, 1961) built the original dynamics models of the supply chain using DYNAMO (Dynamic Modeling) language. He revealed the counterintuitive phenomenon of fluctuations in supply chain. The methods Jay Forrester proposed have gradually developed into system dynamics methodology which is used to research on dynamics characteristics of supply chain systems. For the bullwhip effect in discrete-time supply chain systems, analytical expression of the change in inventory under order-up-to policy was presented based on certain demand forecasting method (Deziel&Eilon,1967). At

PurposeThe purpose of this article is to investigate the nature of the humanitarian aid supply chain and discuss the extent to which certain business supply chain concepts, particularly supply chain agility, are relevant to humanitarian aid.Design/methodology/approachThe paper identifies elements of good practice in conventional business supply chains and applies them to the humanitarian aid supply chain, making use of published practice‐based literature and web sites associated with humanitarian aid. Particular emphasis is placed on the concept of “agility” in supply chain management. A model of an agile supply chain for humanitarian aid is developed.FindingsHumanitarian supply chains have similarities with business supply chains, but there are significant differences. Many humanitarian supply chains have a short and unstable existence with an inadequate link between emergency aid and longer‐term developmental aid. Unlike many business supply chains, typical emergency aid appeals assign inventory to a particular destination at the supply chain source.Practical implicationsThis research note is a starting‐point for empirical studies to test the agile humanitarian supply chain model.Originality/valueThis paper seeks to integrate humanitarian aid practice with concepts in the academic supply chain literature. In particular, proposes that humanitarian donors need convincing of the value of supply chain processes.

Inappropriate postharvest practices such as unsuitable harvesting methods and inadequate curing in bulb onion lead to losses. Postharvest losses in bulb onion contribute to food and nutrition insecurity. Although Kenya has suitable environmental conditions for bulb onion production, its productivity is low, which is attributed to pre-and postharvest factors. Information on bulb onion postharvest losses and their causes in the country is scanty which limits the development of postharvest losses reduction strategies. Therefore, this study was carried out in three major bulb onion growing sub-counties of Kenya namely Mt.Elgon, Buuriand KajiadoEastto determine postharvest practices, causes, and factors influencing postharvest losses of bulb onion. A multi-stage sampling design was used to select the study areas and a total of 166respondents were randomly selected. Face-to-face interviews were conducted using a structured questionnaire to collect information on postharvest handling practices, postharvest loss levels, and their causes at farm level. Data were subjected to descriptive and logistic regression analysis using Statistical Package for Social Scientists(SPSS) software version 2.0. Results indicated that 68% of the respondents were males and with an average age of40 years in the three sites. Forty-eight percent of the respondents used leaves toppling, and 25% used drying of upper leaves as maturity indices. About 42% of the respondents used machete (panga) as a harvesting tool which significantly (P<0.05) influenced postharvest losses. Seventy seven percent of the respondents indicated that up to 30% of postharvest losses occurred at farm level. Forty percent of the respondents indicated that bulb onion rots caused 10 % loss at farm level. The level of education and mode of transport (bicycles and donkeys) significantly (P<0.05) influenced postharvest losses. It was concluded that the postharvest losses at farm levelwas30%andwere mainly caused by rotting. Socio-economic characteristics and postharvest handling practices influenced bulb onion losses at farm level. Development of postharvest losses reduction strategies on bulb onions focusing on alleviating rotting through appropriate postharvest handling practices at farm level was recommended.

This paper reports on a detailed case study of postharvest losses along a commercial small holder tomato supply chain in Fiji. It is the first systematic quantification of postharvest horticultural losses undertaken in Fiji. Postharvest loss was measured from harvest through to product arrival at the Suva municipal fruit and vegetable markets, with post-municipal market loss determined using simulated storage conditions. In this study, 32.9% of the harvested product was removed from the commercial supply chain due to rots (8.8%), failure to ripen (8.9%), insufficient volume fill a carton (7.8%), physical damage during transport (0.1%) and fruit being over-ripe (6.4%). Poor temperature management during on-farm product ripening and limited on-farm postharvest hygiene were key contributors to the observed loss. In trace-back studies to identify the end-use of all product removed from the commercial chain, of the 32.9% total commercial postharvest loss, 11.0% was consumed at home and/or traded within the village, 6.3% was fed to domestic livestock, and a further 14.7% ended up as on-farm waste or dumped at the municipal refuge. Based on simulated ambient storage condition, once the fruit arrived at the municipal markets, daily postharvest loss thereafter was between 8.3% and 13.4%. Overall accumulative postharvest losses based on three days post-market ambient storage was 60.8%. Postharvest ripening, storage and transport conditions along the supply chain are discussed.

Postharvest losses amongst small-scale farmers in developing countries are high due to inadequate resources and infrastructure. Among the various affected crops, tomatoes are particularly vulnerable; however, studies on postharvest losses of most fruits and vegetables are limited. Therefore, this study aimed to assess postharvest tomato losses under different production systems within the small-scale supply chain using the indirect assessment (questionnaires and interviews) and direct quantification of losses. Farmers reported tomato losses due to insects (82.35%), cracks, bruises, and deformities (70.58%), and diseases (64.71%). Chemical sprays were the main form of pest and disease control reported by all farmers. The direct quantification sampling data revealed that 73.07% of the tomatoes were substandard at the farm level, with 47.92% and 25.15% categorized as medium-quality and poor-quality, respectively. The primary contributors to the losses were decay (39.92%), mechanical damage (31.32%), and blotchiness (27.99%). Postharvest losses were significantly higher under open-field production systems compared to closed tunnels. The fungi associated with decay were mainly Geotrichum, Fusarium spp., and Alternaria spp. These findings demonstrate the main drivers behind postharvest losses, which in turn highlight the critical need for intervention through training and support, including the use of postharvest loss reduction technologies to enhance food security.

The moderating role of industry clockspeed on the relation between supply chain integration practices and new product flexibility

Background: The loss of vegetables is immense which is accrued to its perishability and sub optimal level of post-harvest management. There is a technological gap in adoption of harvesting and post-harvesting practices by farmers. There is sparse qualitative and quantitative assessment of post-harvest losses of vegetables in Punjab. The objective of the study is to identify the operation and channel where the losses are crossing the threshold, to estimate the extent of losses and characterize them at various post-harvest operations and levels for selected vegetables in Punjab and to analyse the factors responsible for post-harvest losses. Methods: The sample in survey location consisted of all the stakeholders of supply chain network for vegetables in the state of Punjab, India. The stakeholders consisted of farmers, wholesalers and retailers. The study adopted cluster sampling technique. The clusters selected for the study were Nakodar, Malerkotla and Baba Bakala Sahib and the vegetables selected for the study were potato, pea, tomato, okra and cauliflower. Further snowball sampling technique was used to select 80 farmers from each cluster, making up a total sample of 240 farmers and one reference each for wholesaler and retailer was identified in every cluster. Then using snowball technique, 2 wholesalers and 10 retailers were selected from each cluster. Thus, making total sample of 10 wholesalers and 30 retailers were selected for the study. The instrument used for the data collection was a structured interview schedule. The one-way ANOVA and Tukey’s Honest Significant Difference test were employed to understand the significant difference in post-harvest losses between the selected vegetables and along the supply chain. Result: The results revealed that the maximum losses were observed in tomato crop at farm level (17.71%) and retailer level (30.10%) whereas at wholesaler level maximum losses were recorded in pea (8.19%). The extent of losses at farm level has been higher as compared to wholesaler level and it was highest at the retailer level. At farmer’s level it was observed that there have been significantly higher losses in tomato crop (17.7±13.35). At retailer level, significantly higher losses were observed in tomato (30.10±15.80) whereas at wholesaler level, significantly higher losses occurred in pea (12.29±3.15). There was no significant difference in losses between farmer and retailer level. Major cause of loss reported by tomato growers (88.6%) was infestation of fruits with disease and insect. Main reason of post-harvest losses in okra and cauliflower as stated by farmers were bruises/blackening and over maturity. Since the findings reveal that the major losses in the supply chain of vegetables was due to lack adoption of harvest and post-harvest practices at farmer’s level. It is suggested that field level training should be imparted to farmers regarding post-harvest management techniques.

Reducing post-harvest food losses through innovative collaboration: Insights from the Colombian and Mexican avocado supply chains

While COVID‐19 had the potential to be extremely disruptive to the Canadian pork supply chain, the sector showed resiliency by adjusting to market changes to ensure industry continuation. Unlike other non‐agricultural firms that were mandated to close at times, the pork sector was deemed an essential service and allowed to continue operating throughout the pandemic. Evidence of this resiliency is seen in three main ways. First, market access to the United States was maintained for both live pigs and pork exports. Second, Canada not only maintained market share in global pork exports, but it also actually increased shipments because of strong demand from China caused by African swine fever. Third, the challenges of processing plant closures and labour shortages were overcome in a variety of ways including increasing interprovincial shipments and increasing live pig exports to the United States. Pork consumption on a per capita basis continued the historical downward trend, and it is expected that consumers will return to their normal consumption patterns (e.g., dining at restaurants) despite job losses. At the meat processing level, it is anticipated that there will be an acceleration in the process to automate.

Honiara’s fresh horticultural markets are a critical component of the food distribution system in Guadalcanal, Solomon Islands. Most of the population that reside in Honiara are now dependent on the municipal horticultural market and a network of smaller road-side markets to source their fresh fruits and vegetables. Potentially poor postharvest supply chain practice could be leading to high levels of postharvest loss in Honiara markets, undermining domestic food security. This study reports on a preliminary assessment of postharvest horticultural market loss and associated supply chain logistics at the Honiara municipal market and five road-side markets on Guadalcanal Island. Using vendor recall to quantify loss, we surveyed a total of 198 vendors between November 2017 and March 2018. We found that postharvest loss in the Honiara municipal market was 7.9 to 9.5%, and that road-side markets incurred 2.6 to 7.0% loss. Based on mean postharvest market loss and the incidence of individual vendor loss, Honiara’s road-side market system appears to be more effective in managing postharvest loss, compared to the municipal market. Postharvest loss was poorly correlated to transport distance, possibly due to the inter-island and remote intra-island chains avoiding high-perishable crops. Spatial mapping of postharvest loss highlighted a cohort of villages in the western and southern parts of the main horticultural production region (i.e., eastern Guadalcanal) with atypically high levels of postharvest loss. The potential importance of market-operations, packaging type, and mode of transport on postharvest market loss, is further discussed.

A study was undertaken to examine the nature and extent of post-harvest losses in onion supply chain in the Jaipur district which is major onion district of Rajasthan. A total sample size of 75 onion growers, 20 wholesalers and 25 retailers was taken from Jaipur district. Maximum aggregate post-harvest losses (23.96 kg/q) have been found at producer level due to faulty storage, lack of adequate transportation, drying, improper handling of the produce at the time of marketing, rotted bulbs, doubles, bolters, poor packing facilities, injury at the time of harvesting and de-topping. Total losses in the supply chain were estimated to be 28.99 kg/q (82.65%) losses were observed at farm level and rest were contributed at wholesale and retail level. The farm level post harvest losses excluding the losses at farm level storage for Jaipur district was estimated to be 5185.20q for the year 2009-10.