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Traceability as Part of Competitive Strategy in the Fruit Supply Chain

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  • Canavari, Maurizio
  • Centonze, Roberta
  • Spadoni, Roberta

Abstract

This paper discusses traceability as part of information management in fruit supply chains of Emilia-Romagna, Italy. A review of the rules in use for traceability distinguishes between a proper traceability and a traceability plus (T+), embedded of many value attributes. Elements of competitive strategy, considered in the analysis of fruit supply chins of Emilia-Romagna, try to demonstrate that not only strategic but also operative choices determine the way a single firm or filiere manages traceability and information issues. Applications of such elements to buyers and sellers selection as well as to competing retailers of fruit supply chain, verify the hypothesis.

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File URL: http://purl.umn.edu/25639
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Bibliographic Info

Paper provided by International Association of Agricultural Economists in its series 2006 Annual Meeting, August 12-18, 2006, Queensland, Australia with number 25639.

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Date of creation: 2006
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Handle: RePEc:ags:iaae06:25639

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Related research

Keywords: Traceability; Information management; Fruit supply chain; Food Consumption/Nutrition/Food Safety; Industrial Organization; L1; Q13;

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  1. Meinzen-Dick, Ruth Suseela & Pradhan, Rajendra, 2002. "Legal pluralism and dynamic property rights:," CAPRi working papers 22, International Food Policy Research Institute (IFPRI).
  2. Feldmann, Martin & Müller, Stephanie, 2003. "An incentive scheme for true information providing in Supply Chains," Omega, Elsevier, vol. 31(2), pages 63-73, April.
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Cited by:
  1. Engelseth, Per, 2013. "Multiplex Uses of Food-Product Standards," International Food and Agribusiness Management Review, International Food and Agribusiness Management Association (IAMA), vol. 16(2).
  2. Asioli, Daniele & Boecker, Andreas & Canavari, Maurizio, 2011. "Perceived Traceability Costs and Benefits in the Italian Fisheries Supply Chain," International Journal on Food System Dynamics, International Center for Management, Communication, and Research, vol. 2(4).

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