外文資料翻譯 《面向農(nóng)村專業(yè)合作社的區(qū)域物流信息系統(tǒng)研究》

《外文資料翻譯 《面向農(nóng)村專業(yè)合作社的區(qū)域物流信息系統(tǒng)研究》》由會員分享，可在線閱讀，更多相關(guān)《外文資料翻譯 《面向農(nóng)村專業(yè)合作社的區(qū)域物流信息系統(tǒng)研究》（15頁珍藏版）》請?jiān)谘b配圖網(wǎng)上搜索。

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9、袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅

10、袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅

11、羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆

12、羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄

13、肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄

14、肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅

15、肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿羂膆蚈袈肄莁薄袇膆膄蒀袇袆莀莆羆羈膂蚄羅肁莈薀羄膃膁蒆羃羃莆蒂薀肅艿莈蕿?zāi)i蒄蚇薈袇芇薃薇罿蒃葿薆肁芆蒞蚅膄肈蚃蚅袃芄蠆蚄肆肇薅蚃

16、膈莂蒁螞袈膅莇蟻羀莀蚆蝕肂膃薂蝿膅荿蒈蝿襖膂莄螈羇莇芀螇腿膀蠆螆衿蒅薄螅羈羋蒀螄肅蒄莆螃膆芆蚅袃裊聿薁袂羇芅蕆袁肀肈莃袀衿芃荿衿 Traceability as part of competitive strategy in the fruit supply chain Abstract Purpose – The paper aims to focus on traceability as part of information management in the fruit supply chains of Emilia-Romagna, Italy. A r

17、eview of the rules in use for traceability distinguishes between baseline traceability and traceability plus (T ), which encompasses many further embedded value attributes. Design/methodology/approach – The paper takes the form of a qualitative study involving in-depth interviews with key informan

18、ts in the Italian fresh produce chain. Findings – Findings are discussed in terms of different themes including identi?cation of three distinct types of supply chains and the impact upon them and categorisation of traceability systems across the different chains. Identi?ed are the impact of informa

19、tion systems management; purchasing management; product management transaction costs; and co-ordination issues. Research limitations/implications – The study’s ?ndings are based on Italian fresh produce traceability context only. Practical implications – Elements of competitive strategy are consid

20、ered in the analysis of fruit supply chains of Emilia-Romagna, to demonstrate that not only strategic, but also operative choices determine the way a single ?rm or supply network manages traceability and information issues. Applications of such elements to buyer and seller selection as well as to co

21、mpeting retailers of the fruit supply chain, verify the hypothesis. Originality/value – The paper adds to the body of knowledge surrounding prior studies on the development of traceability systems and develops further the analysis of legal and value-adding dimensions of traceability. Keywords Info

22、rmation control, Fruits, Supply chain management Paper type Research paper Introduction A plurality of legal systems refer to traceability issues: statutory law, voluntary standards and contractual agreements and ?rm strategies. The basic interpretation of traceability derives from the statutor

23、y de?nition, while a number of enhanced versions of traceability are adopted on a voluntary basis, which in this paper we call here traceability “plus” (T ) are put in place and communicated to consumers. We introduce this concept in the light of not only the regulatory standards, but also furthe

24、r traceability requirements, product quality and matters of information ?ow in the context of prior and appropriate studies in these areas. The focus is then shifted to the overall information ?ow across the supply chain. The empirical study concerns the fruit supply chain in Emilia-Romagna and is a

25、imed at identifying different supply chain relationship management practices, including information collection and release. Issues related either to organisational performances or to competitive advantage strategies also come into play and are discussed with key informants. The paper is organised a

26、s follows: ?rst, a problem statement related to legal pluralism conditions on traceability and the general assumption that traceability is able to create value if it goes beyond statutory norms are exposed; then, the objectives, methodology and theoretical framework applied are described and the i

27、nterpretation of traceability as an information management tool is discussed. Finally, the results of the analysis and some ?nal comments are presented. Legal pluralism for traceability: a problem statement The adoption of traceability systems in ?rms of the fruit supply chain may refer to the s

28、tatutory and voluntary law in force, or to a more comprehensive idea of traceability; going beyond the legal requirements. Concerning the legal position in the European Union, the European Community regulation 178/20002 de?nes traceability as: The ability to trace and follow a food, feed, food-prod

29、ucing animal or substance intended to be, or expected to be incorporated into a food or feed, through all stages of production, processing and distribution. However, a more general de?nition is established by ISO 9000:2000 standard which states that traceability is: The ability to trace the histor

30、y, application or location of that which is under consideration. This is a very broad interpretation but does further contain a product related sub-clause, which speci?cally considers: “the origin of material and parts, the processing history and the distribution and location of the products after d

31、elivery. Many different authors de?ne traceability (and also place it in the context of legal regulation), for example, Hobbs (2004), who creates a taxonomy of traceability systems, Pouliot and Sumner (2008) establish de?nition in terms of the identity of the actors in the chain. Likewise Hobbs et a

32、l. (2005) consider “identity preservation” but are also concerned with quality and food assurance issues and how these impinge on consumers. Further emphasis of consumer issues of traceability is to be found in Kehagia et al. (2007). In consideration of the particular requirements of the food indust

33、ry, tracefood.org (n.d.) believes that traceability must be applied in the food industry “by means of recorded identi?cations”, in which a mechanism is provided to gain access to recorded data Similarly Golan et al. (2004) de?ne traceability as “recordkeeping systems designed to track the ?ow of pro

34、duct or product attributes through production process or supply chain”. Schiefer (2008) considers tracking and tracing capabilities, in which it is possible to identify the initial source, the actual location, or the ?nal destination of any product from any stage within the supply network. The abov

35、e legal requirements are clear, concerning the implementation of the regulation in practice, however, Folinas et al. (2006) believe that the (EU) regulation does not have a “speci?c methodology to be followed by all food business operators”. It is, therefore, the intention of this paper to identify

36、traceability further, beyond legal and baseline de?nitions and expectations, in order to de?ne and use the concept from the perspective of supply network actors. We call this “traceability plus”, which concerns a non-standardised concept embedded with many other product/brand attributes included in

37、the processes of selective collection and release of information. Each ?rm has to put in place traceability de?ned by statutory law, at European, national and regional level (e.g. EC Reg. 178/2002). In addition, there are many T implementation models, differently de?ned through voluntary norms (e.

38、g. ISO 9001:2000, ISO 22000:2005, UNI 10939:2001, UNI 11020:2002, BRC, IFS), and voluntary company standards. Moreover, a ?rm can enrich traceability with elements beyond contractual agreements or voluntary certi?cation. As minimum requirement of safety control systems required by law, traceability

39、should not be communicated as a ?rm’s added-value. On the other hand, a traceability system is able to create added-value as far as it goes beyond statutory norms. Objectives With respect to fruit supply chains in the Emilia-Romagna Region, we hypothesise that the adoption and management of T sys

40、tem is part either of operational or strategic information management, thus being included in the organisational performance or in the competitive strategy of a ?rm or supply network. We choose to analyse the fruit and vegetables supply chain because it is complex, entailing several types of produci

41、ng, trading and retailing actors; it may not require investments in technology as in this region there has been established compliance and appropriate spending to conform to the minimum expectations (often in anticipation of new legal requirements) that are particularly relevant. However, the manage

42、ment of relationships is a more crucial issue, since it implies the important issue of exchange of information between partners of diverse sizes and power attributes and this is explored for example in literature on traceability and power (in a UK meat industry network context) in Lindgreen and Hing

43、ley (2003). The large scale retailers in Italy have a fresh produce market share of only about 40 per cent (lower than in most Western European countries), but this category is of crucial importance in most of the large-scale retailers’ strategies; for this reason, we are able to ?nd supply chain or

44、ganisations that are typical in the recently developed market environment. Furthermore, traceability of fresh produce appears to be an important need on the consumer side (Kehagia et al., 2007; van Rijswijk and Frewer, 2008). Methodology Semi-structured in-depth interviews were carried out with 1

45、7 key informants. Among them, executives from four producers, six traders (three co-operatives, three wholesalers), three major retailers, three small retailers and a catering company. Those responsible for traceability standards of a certi?cation agency and the manager of a systems technology ?rm w

46、ere also represented. All the interviews were conducted at decision making level. The main research theme was: “supply chain relationship management practices” through traceability and interview questions were standardised around six sub-themes (Dibb et al., 1997). The sub themes were: (1) Informat

47、ion about the ?rm. (2) Product management (processing and logistic). (3) Information management. (4) Purchasing needs versus company capabilities. (5) Co-ordination issues. (6) Compliance with other management systems and voluntary certi?cations. All the evidence resulting from the interview

48、s and observations were presented (Yin, 1994) and discussed with reference to literature. Moreover, it was investigated how different strategies of three competing large retailers in?uence operating decisions about information and traceability management according to the Porter’s framework for compe

49、titive analysis. Theoretical background It is important to consider traceability in the context of linked streams of literature. Similar issues and theoretical background are to be found in related areas. For example, van Dorp (2002) makes the link between tracking and tracing as a supply chain ma

50、nagement tool. Supply chain relationship (SCR) management practices, as developed in Hingley (2001, 2005), and Lindgreen (2003), closely associate the need for and implementation of traceability systems as part of on going relationship based exchange. Further, there is a bridge between literature on

51、 traceability to work concerning competitive analysis (Stern and Reve, 1980; Porter, 1980) as well as transaction cost theory (Williamson, 1975; Barzel, 1982). Literature on supply chain relationships identi?es the strategic nature of coordination between trading partners; in particular, we looked

52、at what were the levels of information sharing and the quality of information shared. The level of information sharing refers to the extent to which critical and proprietary information is communicated to one’s supply chain partner (Monczka et al., 1998); the signi?cance of information sharing impac

53、t on SCRs depends on the quality of information shared: what, when, how and with whom it is shared (Holmberg, 2000). Various theories offer insights on speci?c aspects or perspectives of SCRs, such as industrial organisation and associated transaction cost analysis. Here we refer either to industri

54、al relations, through the Porter’s framework for buyers and sellers analysis, considering the purchasing needs versus company capabilities, or to transaction cost analysis; in particular to the so called ex-post transaction costs including coordination and control issues (Cheung, 1987). Discussion

55、 of ?ndings: The results of interviews and observations were elaborated according to the sub-themes matrix. As a result of the matrix as a whole, three fruit supply chains have been determined with respect to the operators involved, the actors driving transactions, the management of information and

56、 the ?rms’ underlying strategy. The supply chain we called “producer driven” sees at its end small retailers selecting their suppliers on the basis of the price set at the wholesale fruit market. The supply chain we called large retailer driven” entails large retailers setting the supply chain stand

57、ards. The “ho.re.ca driven” supply chain includes as driving actors, hotel, restaurants and catering companies. The research ?ndings identify a possible categorisation of information produced and shared across the supply chain. Traceability as information management The interviews ?ndings show th

58、at the choices regarding which information to include in the traceability system, and which resources and tools to invest for such a system management, are based on several elements. Internal factors (related to the ?rm mission, to structural, technological and balance constraints), the type of oper

59、ators involved and their linkages to each other, as well as macro-environmental characteristics (legislation, competitive environment), in?uence the selection and processing of information. The resulting information follows speci?c requirements and objectives; Economic constraints:Investments are es

60、sential to manage highly diversi?ed requirements and non standardised techniques for information transfer. Technological limits. Technological limits are strictly dependent on economic constraints; technology (as well as collecting information about available and suitable technologies) is costly to

61、 the ?rm. Most of the information managed has to comply with legislation constraints. Asking for and transferring information is strictly connected to the ?rm strategies and mission. Traceability will consequently bear different connotations, appropriate to the kind of message a ?rm desires to com

62、municate to its target. Staff motivation and training. Staff motivation and training is considered as strategic since traceability is often regarded as a further burden of costs and work to producers. Co-ordination issues Through the different stages of the fruit supply chain, control costs a

63、re born by different operators to solve uncertainties. The co-operative or warehouse technical staff control the produce quality, either in the ?eld or at the warehouse. Retailers receive goods and carry out several controls to verify the correspondence within contractual agreements. Different retai

64、lers controlling the same produce category in different ways, create relative sources of inef?ciency in the system as a whole. Costs include physical samples, laboratories for analysis, transportation, the return of unsold produce and labour costs. Such costs are due to two main factors: (1) distru

65、st of information transferred and of controlling operations; (2) lack of co-ordination between retailers. Vertical co-ordination offers several incentives, many of which relate to transaction cost reduction. In the fruit supply chain, co-ordination forms are subject to limits imposed by asset char

66、acteristics. Particularly, uncertainties about the availability of the good and its quality, is too risky for vertical co-ordination but stimulate horizontal integration. However, the physical concentration of bulk quantities of non-homogeneous product does not imply their standardisation. Ward (1997) emphasises that co-ordinating with lower stages of the supply chain ensures access to market information and allows better planning of supply; whilst co-ordinating with higher stages of the su