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How is the Dutch food supply chain coping throughout the corona crisis?

Supply chain – The COVID 19 pandemic has undoubtedly had the impact of its influence on the world. health and Economic indicators have been compromised and all industries have been touched in one of the ways or even some other. One of the industries in which it was clearly noticeable will be the agriculture as well as food business.

Throughout 2019, the Dutch agriculture as well as food niche contributed 6.4 % to the disgusting domestic item (CBS, 2020). According to the FoodService Instituut, the foodservice industry in the Netherlands shed € 7.1 billion inside 2020[1]. The hospitality business lost 41.5 % of the turnover of its as show by ProcurementNation, while at the identical time supermarkets enhanced the turnover of theirs with € 1.8 billion.

supply chain
supply chain

Disruptions of the food chain have big consequences for the Dutch economy and food security as many stakeholders are affected. Despite the fact that it was clear to numerous individuals that there was a huge effect at the end of this chain (e.g., hoarding in grocery stores, eateries closing) and at the beginning of the chain (e.g., harvested potatoes not searching for customers), you will find a lot of actors inside the source chain for that the effect is less clear. It is thus important to determine how effectively the food supply chain as being a whole is armed to contend with disruptions. Researchers in the Operations Research as well as Logistics Group at Wageningen University as well as coming from Wageningen Economics Research, led by Professor Sander de Leeuw, studied the consequences of the COVID 19 pandemic throughout the food supplies chain. They based the examination of theirs on interviews with around 30 Dutch source chain actors.

Demand in retail up, found food service down It’s obvious and widely known that need in the foodservice channels went down on account of the closure of restaurants, amongst others. In some instances, sales for suppliers of the food service industry therefore fell to aproximatelly 20 % of the initial volume. Being a complication, demand in the list channels went up and remained at a degree of about 10-20 % higher than before the problems began.

Products which had to come through abroad had their own problems. With the change in demand coming from foodservice to retail, the need for packaging improved considerably, More tin, glass or plastic was needed for use in customer packaging. As much more of this packaging material ended up in consumers’ homes instead of in places, the cardboard recycling function got disrupted as well, causing shortages.

The shifts in demand have had a big affect on output activities. In a few instances, this even meant a total stop in production (e.g. within the duck farming business, which arrived to a standstill as a result of demand fall-out on the foodservice sector). In other instances, a major part of the personnel contracted corona (e.g. in the meat processing industry), causing a closure of equipment.

Supply chain  – Distribution pursuits were also affected. The beginning of the Corona crisis of China caused the flow of sea canisters to slow down pretty soon in 2020. This resulted in transport electrical capacity which is limited throughout the earliest weeks of the crisis, and expenses that are high for container transport as a consequence. Truck transportation encountered different issues. At first, there were uncertainties regarding how transport would be handled for borders, which in the end weren’t as strict as feared. What was problematic in instances that are a large number of , nevertheless, was the availability of drivers.

The reaction to COVID-19 – supply chain resilience The supply chain resilience analysis held by Prof. de Colleagues as well as Leeuw, was based on the overview of this core things of supply chain resilience:

Using this particular framework for the analysis of the interview, the findings show that few organizations had been well prepared for the corona problems and in fact mostly applied responsive methods. The most important source chain lessons were:

Figure 1. 8 best practices for meals supply chain resilience

For starters, the need to develop the supply chain for flexibility as well as agility. This appears especially complicated for smaller sized companies: building resilience into a supply chain takes attention and time in the business, and smaller organizations usually don’t have the capability to accomplish that.

Second, it was found that much more interest was required on spreading danger and also aiming for risk reduction inside the supply chain. For the future, this means far more attention has to be provided to the manner in which businesses depend on suppliers, customers, and specific countries.

Third, attention is needed for explicit prioritization as well as intelligent rationing strategies in cases in which demand cannot be met. Explicit prioritization is needed to keep on to satisfy market expectations but in addition to increase market shares wherein competitors miss options. This particular task isn’t new, although it’s additionally been underexposed in this specific problems and was often not a component of preparatory pursuits.

Fourthly, the corona issues shows us that the financial impact of a crisis also depends on the way cooperation in the chain is actually set up. It is often unclear precisely how extra expenses (and benefits) are distributed in a chain, if at all.

Finally, relative to other functional departments, the operations and supply chain characteristics are in the driving seat during a crisis. Product development and marketing and advertising activities have to go hand in hand with supply chain activities. Regardless of whether the corona pandemic will structurally replace the classic discussions between logistics and creation on the one hand as well as advertising on the other, the long term must tell.

How’s the Dutch meal supply chain coping throughout the corona crisis?