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E-raamat: Agribusiness Supply Chain Management

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(Indian Institute of Management, Ahmedabad, Gujarat, India), (Take Solutions, Ltd.,Chennai Tamilnadu, India)
  • Formaat: PDF+DRM
  • Ilmumisaeg: 24-Mar-2014
  • Kirjastus: CRC Press Inc
  • Keel: eng
  • ISBN-13: 9781466516755
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Agribusiness Supply Chain ManagementSuurem pilt
  • Formaat: PDF+DRM
  • Ilmumisaeg: 24-Mar-2014
  • Kirjastus: CRC Press Inc
  • Keel: eng
  • ISBN-13: 9781466516755
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The agribusiness supply chain includes a number of processes such as supply management, production management, and demand management to customers through a competitive distribution channel. Each step of the way can be plagued with issues such as diversity of production and demand, bulkiness of produce, perishability, and seasonality. Highlighting the complexity and importance of supply chain management within businesses handling agricultural products, Agribusiness Supply Chain Management addresses issues that help readers systematically approach decision making in the agribusiness sector.

The book covers issues across various spectrums of business and governments role in the agribusiness supply chain domain. It focuses on actors in supply chains, intrinsic issues that would impact the actors and then the support systems that are essential to make the supply chain achieve its effectiveness. The authors clear, well-structured treatment provides a logical approach to key activities of agribusiness supply chain management. They provide numerous case studies that span a wide range of issues and industries that readers can use to sharpen managerial decision making skills.

In todays world, companies compete on supply chains. With the many factors that can cause delays in deliverability, a well-designed supply chain is a must. Those who have the capability to establish a distinctive supply chain and create it as a strategic asset are leaders in their business; and in fact emerge as the best in class across industries and markets. This book helps readers develop best practices for making key marketing decisions and designing efficient and effective supply chains that meet global challenges.
Preface xv
Introduction xvii
Acknowledgements xxv
Authors xxix
Section I Actors
1 Nature of Agribusiness Supply Chain
3(36)
1.1 Supply Chain
3(3)
1.2 Logistics and Supply Chain
6(2)
1.3 Agribusiness
8(2)
1.4 Challenges Faced
10(7)
1.4.1 Production
12(1)
1.4.2 Labour and Inputs
12(1)
1.4.3 Supply Chain Network
12(2)
1.4.4 Corporate and Organized Business
14(3)
1.5 Role of Supply Chain
17(5)
1.5.1 Players and Their Activities
17(3)
1.5.2 Needs of Producers and Consumers
20(1)
1.5.3 Four Utilities
21(1)
1.5.3.1 Form
21(1)
1.5.3.2 Place
21(1)
1.5.3.3 Time
22(1)
1.5.3.4 Possession
22(1)
1.6 Supply Chain Drivers
22(15)
1.6.1 Facilities
23(3)
1.6.2 Transportation
26(2)
1.6.3 Inventory
28(3)
1.6.4 Sourcing
31(2)
1.6.5 Pricing
33(2)
1.6.6 Information
35(2)
1.7 External Factors
37(1)
1.8 Conclusion
37(1)
References
37(2)
2 Input Suppliers
39(34)
2.1 Introduction
39(1)
2.2 Categorization of Inputs
40(1)
2.3 Growth of Inputs Manufacturing Sector
40(1)
2.4 Manufacturing and Processing
41(11)
2.4.1 Supply Chain Challenges
45(5)
2.4.2 Supply Chain Goals
50(1)
2.4.3 Push versus Pull
51(1)
2.5 Supply Chain Drivers
52(11)
2.5.1 Facility
52(1)
2.5.2 Inventory
53(3)
2.5.3 Transportation
56(2)
2.5.4 Sourcing
58(1)
2.5.5 Pricing
59(2)
2.5.6 Information
61(2)
2.6 Conclusion
63(1)
Appendix 2.1
64(6)
A2.1.1 Transportation Options and Challenges for a Fertilizer Manufacturing Firm
64(1)
A2.1.2 Indian Fertilizer Industry
64(1)
A2.1.3 Freight Rate Management by Government
65(1)
A2.1.4 Company Background
66(1)
A2.1.5 Demand and Distribution Pattern
66(1)
A2.1.6 Transportation Challenges
67(1)
A2.1.7 Movement by Rail
68(1)
A2.1.8 Trade-Offs
69(1)
Discussion Points
70(1)
Notes
71(1)
References
71(2)
3 Farm Output: Market Intermediaries
73(24)
3.1 Introduction
73(1)
3.2 Trends in Output
74(1)
3.3 Marketing Channels
74(14)
3.3.1 Direct to Consumer
76(2)
3.3.2 Through Wholesalers and Intermediaries
78(6)
3.3.2.1 The Mandi System
79(1)
3.3.2.2 Informal Financial System and Intermediation
80(1)
3.3.2.3 Procurement by Government Agencies and Cooperatives
80(4)
3.3.3 Producers' Cooperative
84(3)
3.3.4 Through Processors
87(1)
3.4 Conclusion
88(1)
Appendix 3.1
89(7)
A3.1.1 Agricultural Crops and Intermediation Process: Pomegranate and Banana
89(17)
A3.1.1.1 Pomegranate
89(3)
A3.1.1.2 Banana
92(4)
References
96(1)
4 Processors
97(24)
4.1 Introduction
97(1)
4.2 Primary Processing
98(3)
4.3 Food Processing
101(5)
4.4 Supply Chain Drivers
106(10)
4.4.1 Facilities
106(1)
4.4.2 Inventory
107(1)
4.4.3 Transportation
107(1)
4.4.4 Sourcing
108(5)
4.4.5 Pricing
113(1)
4.4.6 Information
114(2)
4.5 Industrial Production
116(3)
4.6 Conclusion
119(1)
References
119(2)
5 Retailers
121(24)
5.1 Introduction
121(1)
5.2 Size of Indian Retail
122(4)
5.3 Unorganized Sector
126(6)
5.3.1 Rationale
126(2)
5.3.2 Business Structure
128(4)
5.4 Organized Sector
132(5)
5.5 Supply Chain Challenges
137(1)
5.6 Role of Intermediaries
138(1)
5.7 Foreign Direct Investment
139(1)
5.8 Conclusion
140(1)
References
141(4)
Section II Intrinsic Issues
6 Perishability
145(32)
6.1 Introduction
145(2)
6.2 Facilities at Source: Case of Different Products
147(11)
6.2.1 Seafood
147(4)
6.2.2 Oil Palm
151(3)
6.2.3 Dairy
154(3)
6.2.4 Plantation White Sugar
157(1)
6.2.5 Other Perishable Products
158(1)
6.3 Distribution and Value Addition
158(2)
6.4 Processing
160(3)
6.4.1 Benefits
162(1)
6.4.2 Products in India
162(1)
6.5 Direct Marketing through Wholesale Markets
163(4)
6.6 Intermediaries
167(1)
6.7 Wastage
168(3)
6.7.1 Source
169(1)
6.7.2 Storage
169(2)
6.7.3 Transportation
171(1)
6.8 Quality Management
171(1)
6.9 Price Management
172(1)
6.10 Supply and Demand Side Risks
173(2)
6.10.1 Types
173(1)
6.10.2 Deflation
174(1)
6.10.3 Resource Crisis
175(1)
6.11 Conclusion
175(1)
References
176(1)
7 Quality
177(34)
7.1 Introduction
177(1)
7.2 Grading
178(6)
7.2.1 Process
179(1)
7.2.2 Importance
179(1)
7.2.3 Benefits
180(4)
7.2.3.1 Uniformity
180(1)
7.2.3.2 Facilitates Buying and Selling
180(1)
7.2.3.3 Competitive Advantage
180(2)
7.2.3.4 Price Fixing
182(1)
7.2.3.5 Market Access
183(1)
7.2.3.6 Transparency
183(1)
7.2.3.7 Sustainable Agriculture
183(1)
7.2.3.8 Incentives for Fair Trade
184(1)
7.3 Stages of Supply Chain
184(3)
7.3.1 Farm Level
184(1)
7.3.2 Transportation
184(1)
7.3.3 Storage and Distribution
185(2)
7.4 Need for a Structured Approach
187(1)
7.5 Overview of Policies
187(3)
7.6 International Policies
190(3)
7.7 Role of Government Agencies
193(5)
7.8 Foreign Trade
198(2)
7.8.1 Emergence
198(1)
7.8.2 World Agricultural Trade
198(1)
7.8.3 Exports
199(3)
7.8.3.1 Global Tea Trade
199(1)
7.8.3.2 Fruit and Vegetable Trade to the European Union
200(1)
7.9 Secondary and Tertiary Processing
200(1)
7.10 Conclusion
201(1)
Appendix 7.1
202(1)
Grading of Cashew Kernels (Whole)
202(1)
Appendix 7.2
202(1)
Grading of Fruits and Vegetables—Minimum Requirements for Export to EU Countries
202(1)
Appendix 7.3
203(1)
American Spice Trade Association (ASTA) Cleanliness Specifications for Turmeric
203(1)
Appendix 7.4
203(1)
Codex Standard for Wheat and Durum Wheat: Quality and Safety Factors
203(1)
Appendix 7.5
204(1)
Quality Information Requirements for Import of Food Products into India
204(1)
Appendix 7.6
204(6)
Commodity Grading and Marketing Rules
204(6)
Appendix 7.7
210(1)
National and International Standards—Websites List
210(1)
References
210(1)
8 Risk
211(36)
8.1 Introduction
211(2)
8.2 Sources of Risks
213(1)
8.3 Classifications of Agricultural Risks
214(12)
8.3.1 Production
217(8)
8.3.1.1 Land Use Pattern
217(1)
8.3.1.2 Soil
218(1)
8.3.1.3 Water and Irrigation
219(1)
8.3.1.4 Weather and Climate
220(1)
8.3.1.5 Farm Inputs and Management
221(4)
8.3.2 Prices and Markets
225(1)
8.3.2.1 Market and Price Risks Drivers
226(1)
8.4 Management
226(10)
8.4.1 Production
227(5)
8.4.1.1 Financial Inputs and Calamity Relief: Insurance
227(3)
8.4.1.2 Post-Harvest Management and Value Addition
230(2)
8.4.2 Prices and Markets
232(6)
8.4.2.1 Government Policy Instruments
232(2)
8.4.2.2 Electronic Spot Exchanges
234(1)
8.4.2.3 Commodity Markets
234(1)
8.4.2.4 Contract Farming
235(1)
8.5 Conclusion
236(2)
Appendix 8.1
238(3)
Agricultural Land Use in India
238(3)
Appendix 8.2
241(2)
Potential Risks and Their Management (Indicative)
241(2)
Acknowledgement
243(1)
References
243(4)
Section III Support Systems
9 Infrastructure
247(26)
9.1 Introduction
247(1)
9.2 Definition
248(1)
9.3 Role
249(1)
9.4 Transportation Network
249(3)
9.5 Challenges
252(1)
9.6 Cold Storages
253(4)
9.6.1 Status
255(1)
9.6.2 Challenges
255(1)
9.6.3 Inadequate and Poor Infrastructure
256(1)
9.6.4 Rising Energy Cost
257(1)
9.6.5 Poor Utilization
257(1)
9.7 Organized Markets
257(3)
9.7.1 Rythu Bazaars
258(1)
9.7.2 Uzhavar Santhai
258(1)
9.7.3 Facilities
259(1)
9.8 Communication Network
260(2)
9.9 Training
262(1)
9.10 Investment
263(1)
9.11 Conclusion
264(1)
Appendix 9.1
265(1)
Infrastructure Required in the Wholesale Market
265(1)
Appendix 9.2
266(1)
NHDP Projects as on December 2011
266(1)
Appendix 9.3
267(2)
Expenditure Budget
267(2)
Appendix 9.4
269(2)
Projections for Agri Supply Chain Infrastructure in the Public Sector
269(2)
Appendix 9.5
271(1)
Web Portals on Agri Market Information
271(1)
References
272(1)
10 Information Technology
273(26)
10.1 Introduction
273(1)
10.2 Legacy Systems
274(1)
10.3 Enterprise Resource Planning
275(3)
10.4 Supply-Chain-Centric Applications
278(3)
10.5 Internet Technologies
281(3)
10.5.1 ITC E-Choupal
282(2)
10.6 Mobile Technology
284(2)
10.7 Cloud Computing
286(1)
10.8 Conclusion
287(1)
Appendix 10.1
288(7)
SME Cluster: Processing of Coconut Kernel and Extraction of Oil—A Case Study at Kangeyam, Tirupur District
288(1)
Introduction
288(1)
Sourcing of Coconut and Kernels
288(1)
Direct Consumption Trade
289(1)
Process Cluster at Kangeyam
289(2)
Processing Activity
291(1)
Information and Price Efficiency
292(3)
Appendix 10.2
295(2)
Cloud Computing and Its Perspectives
295(2)
References
297(2)
11 Financial Systems
299(24)
11.1 Introduction
299(1)
11.2 Role and Relevance
300(3)
11.3 Problems in Synchronization
303(1)
11.4 Role of Technology
304(1)
11.5 Credit Structure in India
305(6)
11.5.1 Reserve Bank of India (RBI)
307(1)
11.5.2 NABARD
308(3)
11.6 Commodity Markets
311(3)
11.7 Corporates in Agribusiness
314(2)
11.8 Conclusion
316(1)
Appendix 11.1
316(1)
Prevalence of Indebtedness in India
316(1)
Appendix 11.2
317(3)
Kisan Credit Cards
317(3)
Appendix 11.3
320(1)
List of Organizations under Department of Agriculture and Cooperation
320(1)
Appendix 11.4
321(1)
Structure of Commodity Markets in India
321(1)
References
321(2)
12 Role of Government
323(28)
12.1 Introduction
323(1)
12.2 Agencies
324(8)
12.2.1 As a Direct Player
325(1)
12.2.2 Food Corporation of India (FCI)
325(1)
12.2.3 Public Distribution System
326(1)
12.2.4 Buffer Stock Creation
327(1)
12.2.5 Price Control Mechanism
328(1)
12.2.6 Essential Commodities Act, 1955
328(1)
12.2.7 Food Subsidy
329(3)
12.3 Policy Reforms
332(1)
12.4 Direct Cash Subsidy
333(1)
12.5 As a Regulator
334(1)
12.6 As a Facilitating Institution
335(1)
12.7 Trade Negotiations and Subsidy
335(3)
12.7.1 General Agreement on Tariffs and Trade (GATT), 1947
336(1)
12.7.2 Uruguay Round Agreement on Agriculture (URAA), 1986-1994
336(1)
12.7.3 World Trade Organization (WTO), 1995
336(1)
12.7.4 Doha Negotiations, 2001
337(1)
12.7.5 Domestic Subsidy
337(1)
12.8 Conclusion
338(1)
Appendix 12.1
338(2)
Important Agri Business Websites
338(2)
Appendix 12.2
340(2)
Minimum Support Price
340(2)
Appendix 12.3
342(2)
Minimum Support Price ( /Quintal) for Nonfoodgrains According to Crop Year (Fair Average Quality)
342(2)
Appendix 12.4
344(1)
Public Distribution System—Procurement, Off-Take and Stocks (Million Tonnes)
344(1)
Appendix 12.5
345(1)
Important Cooperatives Acts
345(1)
Appendix 12.6
345(4)
Some of the Leading Government Organizations in the Agro-Based Sector (Indicative List)
345(1)
Commission of Agricultural Costs and Prices
345(1)
Indian Council of Agricultural Research (ICAR)
346(1)
National Bank for Agriculture and Rural Development
346(1)
Food Corporation of India (FCI)
347(1)
Agriculture and Processed Food Products Export Development Authority (APEDA)
348(1)
Marine Products Exports Development Authority (MPEDA)
348(1)
National Dairy Development Board
349(1)
Spices Board of India
349(1)
Tea Board of India
349(1)
Acknowledgement
349(1)
References
350
Case Studies
1 Bayer CropScience: Science for a Better Supply Chain
351(18)
2 Marico: Disintermediating the Copra Supply Chain
369(24)
3 Hasmukhbhai K. Nakum: Cold Storage Entrepreneur
393(48)
4 Chilli in Soup (A)
441(28)
5 Chilli in Soup (B)
469(46)
6 Adani Wilmar Limited
515(18)
7 Woolworths Limited, Australia
533(74)
8 Akshaya Patra, Gandhinagar
607(52)
Index 659
N. Chandrasekaran holds a PhD in financial management (1990) from Institute for Financial Management and Research (IFMR), University of Madras, and has about 25 years of corporate experience in areas relating to supply chain management, corporate planning, strategic management, mergers, acquisitions, corporate restructuring and has also worked with start-ups. He is also a Certified Supply Chain Professional (CSCP) awarded by Association of Operations Management, USA. He is currently with Take Solutions Ltd as vice president, Corporate Affairs. He is also director, Centre for Logistics and Supply Chain Management, Loyola Institute of Business Administration, Chennai. Dr. Chandrasekaran has worked for agro-based business for organizations like National Dairy Development Board, leading groups engaged in the business of sugar manufacture, and with IT and knowledge-based companies as head of strategy, Human Resources Management and Policy and Systems. He has published a number of articles in leading professional journals and brought out a first annual publication named Indian Supply Chain Network. He has authored a book Supply Chain Management published by Oxford University Press India in 2010. He is also coauthor of Strategic Management, published by Oxford University Press India in 2011. He led a team of four researchers on a project Ethical Supply Chain Management in India, which was later published by Shroff Publishers in 2012.G. Raghuram has been a faculty member at IIM Ahmedabad since 1985. He is the dean (Faculty) since September 2013. He was the vice chancellor of the Indian Maritime University from July 2012 to March 2013 and was the Indian Railways Chair Professor from January 2008 to August 2010. He specializes in infrastructure and transport systems and logistics and supply chain management. He con-ducts research on the railway, port, shipping, aviation and road sectors. He has published over 30 refereed papers in journals and written over 140 case studies. His fifth coauthored book is in the press now. He was awarded Academician of the Year by the Chartered Institute of Logistics and Transport in 2012. He is a fellow of the Operational Research Society of India, and Chartered Institute of Logistics and Transport. He has teaching experience at universities in India, the U.S., Canada, Yugoslavia, Singapore, Tanzania and the UAE. He has offered consultancy services to over 100 organisations including multilateral agencies. He is on the board of eight companies in the fields of infra-structure and logistics. He has served on various government policy making and advisory committees for the Ministry of Railways, Ministry of Shipping, Ministry of Civil Aviation, Planning Commission, Comptroller and Auditor General and the Cabinet Secretariat. Prof. Raghuram has a BTech degree from IIT, Madras; a postgraduate diploma in management from IIM, Ahmedabad; and a PhD from Northwestern University, U.S.
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