AGRI-FOOD SUPPLY CHAIN

MANAGEMENT
ARE 427
 Introduction
• There is fierce competition in today’s global markets and heightened expectations of
consumers has forced businesses to invest in and focus attention on the relationships
with their customers and suppliers.
• Modern management thinking advocates for the collaboration among business partners
and the responsiveness to client needs as additional thrusts towards a successful
competitive strategy.
• Executives of agri-food enterprises are becoming aware that successful coordination,
integration and management of key business processes across members of their supply
chains will ultimately determine their competitive success.
• Agri-food businesses no longer compete as solely autonomous entities. Instead,
competition occurs more and more among entire supply chains.
• Why the need for a joint approach of business partners towards the establishment of
more effective and efficient agri-food supply chains?
➢shelf-life constraints of food and agricultural products
➢increased consumer attention to safe and environment/animal-friendly production
methods.
• Agri-food chains and networks provides access to markets for
smallholders
• Changes in agri-food systems impact the ability of agro-industrial
enterprises to compete; small and large alike will have to innovate
and reduce costs, while being more responsive to consumer needs
• The key movers of agri-food supply chain are:
✓ Globalization,
✓ Urbanization,
✓ Agro-industrialization.
• In a global agri-food system, companies have to work continuously
on innovations in products, processes and forms of cooperation
• How does the increasing integration of local and cross-border agri-food chains
considered both a threat and a challenge for agricultural and rural development in LDC?
✓Limited technological innovations for smallholders
✓Inadequate economies of scale in processing, transport and distribution for smallholders
✓However, smallholder production could offer cost advantages for farming enterprises
based on labour-intensive products that require strong quality supervision.

• By which means can smallholders get into the global agri-food chain?
✓Adapt to the stringent quality and safety standards and regulations in these markets
✓Gain better control over production, trade and distribution of their agricultural products
in order to guarantee traceability and operate in a cost-effective way, so as to compete in
the global market
✓Improve on enabling environment (institutions, support services and infrastructure
facilities)
 What is supply chain?
• Is a sequence of (decision making and execution) processes and (material,
information and money) flows that aim to meet final customer requirements,
that take place within and between different stages along a continuum, from
production to final consumption.
• The Supply Chain not only includes the producer and its suppliers, but also,
depending on the logistic flows, transporters, warehouses, retailers, and
consumers themselves.
• In a broader sense, supply chains include also new product development,
marketing, operations, distribution, finance and customer service.
• Figure above depicts a generic supply chain.
• It is shown within the context of what is usually referred to as a
‘total Supply Chain network’.
• In such a network, each firm belongs to at least one supply chain;
i.e. it usually has multiple suppliers and customers.
• Example: A milk producer obtains inputs such as feeds and
veterinary medicines from a number of different suppliers. He
delivers milk to one or more processors, who in turn, distribute
the processed products through one or more retail outlets.
• Reading assignment: bullwhip effect in supply chain (Definition,
causes, disadvantages and advantages)
Stakeholders in Agri-food supply chain networks
• The input suppliers to the food production process;
• The producers involved in growing food;
• The processors, both primary and value-added, involved in processing, manufacturing and
marketing food products;
• The distributors, including wholesalers and retailers, involved in distributing, marketing and
selling food;
• The consumers involved in shopping for and consuming food;
• Government and non-governmental organizations (NGOs) involved in creating policies and
programmes for food sustainability and security;
• Regulators involved in monitoring and regulating the entire food value chain from producer
to consumer;
• Logistics companies involved in moving, storing and managing food throughout the value
chain;
• Financial organizations involved in providing funding to the entities within the food value
chain.
 Characteristics of Agri-food supply chains
• The unique nature of their products - short life‐cycle and perishable goods;
• High product differentiation;
• Seasonality in harvesting and production operations;
• Variability of quality and quantity on farm inputs and processing yields;
• Specific requirements regarding transportation, storage conditions, quality and safety,
and material recycling;
• A need for complying with national/international legislation, regulations, and
directives regarding food safety and public health, as well as environmental issues
(e.g., carbon and water footprints);
• A need for specialized attributes, such as traceability and visibility;
• A need for high efficiency and productivity of expensive technical equipment, despite
often lengthy production times;
• Increased complexity of operations; and
• The presence of significant capacity constraints.
 Supply chain management
• Definition: Is the integrated planning, implementation, coordination and control of all business processes and
activities necessary to produce and deliver, as efficiently as possible, products that satisfy market
requirements.
• Key terms:
(a) Business process : -Is a structured, measured set of activities designed to produce a specified output for a
particular customer or market.
- It is associated with new product development, marketing, finance, and customer
relationship management.
(b) Value: Is the amount consumers are willing to pay for what a company provides. It can be measured by the
total revenue of a company.
: Value-added activity characterizes the value created by an activity in relation to the cost of
executing it
:Values is associated with the so called ‘Triple P’: People, Planet and Profit (or Prosperity). The Ps
include financial performance, social and environmental dimensions of performance evaluation.
:Social and environmental dimensions lead to attributes that are generally associated with the product
itself, the companies producing it and the raw materials and the resources used. Example: Organically produced
products or use of recycled materials or no child labour or support to community development
 FOOD SUPPLY CHAIN FLOW
A food supply chain or food system
It is the processes that describe how food from a farm ends up on our tables.
The processes include production, processing, distribution, consumption and
disposal.
The food we eat reaches us via food supply chains through which food moves
systematically in domino-like motion from producers to consumers while the
money consumers pay for food goes to people who work at various stages
along the food supply chain in the reverse direction.
• Both movements of food and money are facilitated by “pulls” and
“pushes.”
• Producers and processors push or supply food and consumers pull
or demand food thereby facilitating the dominoes (food) to fall
(move) towards the consumers
• Producer and processors pull money and consumers push money
to facilitate the movement of money from consumers to producers.
• Thus, if consumers‟ pull for food or push for money is weak or
absent, the producers‟ push for food or pull for money would have
to be strong in order to keep the food supply chain moving.
There are typically three types of flows in the supply chain:
• Materials,
• Information,
• Financial (money).
 Material flows
• These are all physical products, raw materials, supplies,
and so forth, that flow along the chain.
• The concept of material flows also includes reverse
flows—returned products, recycled products, and
disposal of materials or products.
• A supply chain thus involves a product life cycle approach,
from “dirt to dust.”
 Information flows

•This includes all data related to demand, shipments,

orders, returns, schedules, and changes in the data.

•It also includes customer feedback, ideas from

suppliers to manufacturers, order flows, credit
flows, information to customers, and so forth.
 Financial flows

The financial flows are all transfers of money,

payments, credit card information and authorization,
payment schedules, e-payments, and credit related
data.
 Components of an Agri-Food supply chain
1. Procurement or sourcing . Is mainly an activity done at the upstream supply chain i.e. The farmer
2. Logistic management. Is an activity at the downstream supply chain
a. Transportation ; b. Material management
c. On the premise of supplying mostly from production not stock
d. Warehousing ; e. Logistics Network modeling
3. Organizational management
a. Contracting ; b. Strategic alliances and partnerships
c. Vertical integration
i. Long term storage ; ii. Packaging technology
iii. Cold chain management; iv. Energy efficient transport
v. Quality and safety
4. Application of Efficient Consumer Response (ECR) System
a. Electronic scanning of price and product at the point of sale
b. Streamline the entire distribution chain
 AGRI-FOOD SUPPLY CHAIN MANAGEMENT TOOLS
• Efficient consumer response(ECR) - to increase the consumer orientation
and cost-effectiveness of supply chains.
• New management systems - to improve logistics, increase the use of
information and communications technologies and boost quality
management
• New generation cooperatives - strengthening the position of farmers’
groups
• Strategic partnering and vertical alliances – for sustainable partnerships
throughout the supply chain.
• Food safety concerns have led to the development of ‘integral chain-care’
tools such as social accountability, good agricultural practice (GAP), total
quality management, and HACCP (hazard analysis at critical control points).
Benefits of Agri-Food Supply Chain Management
• Reduction of product losses in transportation and storage.
• Sales can be increased significantly, due to exchanging market
information;
• Dissemination of technology, advanced techniques, capital and knowledge
among the chain partners.
• Better information about the flow of products, markets and technologies.
• Coordinated supply chains tend to generate "high value added" products
that generate considerable revenue as they match with the demands of
high-end markets and high income segments.
• Better control of product safety and quality.
• Large investments and risks are shared among partners in the chain.
 Challenges of Agri-Food Supply Chain
❖ Lack of synchronisation between planning and implementation
❖ Lack of real time data visibility with no common view across all businesses

and channels
❖ Irregular reviews of safety stock levels causing frequent stock outs or excess

inventory
❖ Lack of flexibility in the network and distribution.

❖ Decision makers find it difficult to prioritise between cost to serve and

customer service levels, resulting in less profitability.

❖ Price volatility and difficulty to de-risking

❖ Production line imbalance and suboptimal best sizing of assets.

(underutilisation)
 VALUE CHAIN
Supply Chain Vs Value Chain
Supply Chain
• is the integration of all activities involved in the process of sourcing,
procurement, conversion and logistics.
• is the interconnection of all the functions that starts from the manufacturing
of raw material into the finished product and ends when the product reaches
the final customer.
Value chain
• implies the series of business operations in which utility is added to the
goods and services offered by the firm so as to enhance customer value.
• is a set of activities that focuses on creating or adding value to the product.
• Concept of Value Chain was first evolved by Michael Porter in 1985 in his
renowned book “Competitive Advantage”.

• In his opinion, two major steps involved in the value chain analysis are:
(a) Identification of individual activities
(b) Analysing the value added in each activity and relating it to firm’s
competitive strength.

• Porter split business activities into two main categories;

(a) Primary activities
(b) Supportive activities
 Primary Activities
• Inbound Logistics: It deals with receiving, storing and distributing
of inputs. Preproduction
• Manufacturing operations: Conversion of inputs into finished
products. Production
• Outbound Logistics: It is concerned with the collection, storage,
and distribution of product or service to customers.
Transportation, warehousing and trading
• Marketing and Sales: Involve activities that create awareness
among the general public regarding the product. Marketing
• Services: All those activities that increase the value of product or
services e.g. Packaging
 Secondary activities
• Procurement: the acquisition of goods or services from an
external source
• Human Resource Management: all activities associated
with the management of people as per the requirements
• Technology Development: all activities related to the
equipment, hardware, software, technical knowledge and
procedures to transform the inputs into outputs
• Infrastructure: all other activities including legal, finance,
accounting, public relations and quality assurance
 Value chain margins
• It is the profit margin the company makes out of the activities of its value
chain
 EXAMPLE
IzohWas Consultancy Ltd was hired by the County Government of Makueni to analyze
beef value chain and found the following;
Actor Unit Cost (Ksh) Unit selling price (Ksh)
Farmer 20,000 25,000
Assembler 32,100 37,500
Abattoir 39,185 50,000
Retailer 89,873 125,000
Required:
Compute the following per actor;
(a) % Added costs
(b) % Total profits
(c) Unit Margins (Added Value)
(d) % margins (Value Share)
 Costs Profits Margins
Chain
Unit
Actor Added % Added Unit Unit % Total Unit % Retail
Total
Unit Cost Cost Price Profit Profits Margin Price
Cost

Farmer 20,000 20,000 29% 25,000 5,000 9% 25,000 20%

Assembler 32,100 7,100 10% 37,500 5,400 10% 12,500 10%

Abattoir 39,185 1,685 2% 50,000 10,815 19% 12,500 10%

Retailer 89,873 39,873 58% 125,000 35,127 62% 75,000 60%

Total 68,658 100% 56,342 100% 125,000 100%

 % VALUE SHARE

Farmer
20%

Assembler
Retailer 10%
60% Abattoir
10%

Farmer Assembler Abattoir Retailer

Measures of (In)equality along the value chain

• Gini Index / coefficient

• Hoover index
• Coefficient of variation
• Theil index
• Atkinson index
Types of value chain governance
• Market
• Modular
• Relational
• Captive
• Hierarchical
 Limitations of the value chain model
• Difficulty in managing the exchange of sensitive information.

• A decrease in cost and increase in benefits of one firm may yield

to a negative impact on one of the partner firms.

• The fear of information abuse is high and it could lead to drastic

problems.

• Creating visibility along the whole supply chain in itself is a

challenge and it stalls the progress of any analysis undertaken.
 LOGISTICS MANAGEMENT
• The management process which integrates the movement of goods,
services, information, and capital, right from the sourcing of raw
material, till it reaches its end consumer.
• The objective behind this process is to provide the right product with
the right quality at the right time in the right place at the right price to
the ultimate customer.
• The logistic activities are divided into two broad categories they are:
(a) Inbound Logistics: The activities which are concerned with
procurement of material, handling, storage and transportation
(b) Outbound Logistics: The activities which are concerned with
the collection, maintenance, and distribution or delivery to the final
consumer.
 Food logistics
• Food logistics is the movement of food through the supply chain until it
reaches the consumer’s plate.
• The flow of information from the consumer back into the chain is also
an important part of logistics.
• Logistics activities are the operational component of supply chain
management, including:
(a) quantification,
(b) procurement,
(c) inventory management,
(d) transportation and fleet management,
(e) data collection and reporting
 Movement of food
(1) Integration of processes
There are six types of integration that are needed to achieve proficient supply chain integration:
(i) Relationship Integration
This type of integration is when two or more companies have social relationships that guide their interactions
(ii) Measurement Integration
It ensure that each part of the supply chain is accountable for meeting its own goals.
(iii) Technology/Planning Integration
This is a type of informational system that connects managers across and through the firms in the supply chain. Important
information such as inventory levels, shipments and customer data must be easily accessible in real time for the members
to be successful.
(iv) Material and Service Supplier Integration
is an alignment between a firm and their supply chain materials and service providers
(v) Internal Operations Integration
involves the coordination, collaboration and integration of logistics activities with other functional areas in an organisation
(vi) Customer Integration
establishing structures that make customer orientation work. The crucial point is that the customer is the basic source of
the values that an enterprise creates.
(2) The factors affecting logistics environments
• The creation of logistics networks with the mapping of warehouses and
distribution centres increase retailers’ control over the distribution of
the products from the warehouses to their retail environments.
• The development of ‘composite distribution’ (the distribution of mixed-
temperature items through the same distribution centre and on the
same vehicle) and centralization in specialist warehouses of slower-
moving stock helps to reduce inventory and increase operational
efficiency.
• Adoption of ‘quick response’ (QR) approaches with the aim of cutting
inventory levels and improving speed of product flow in order to reduce
order lead time.
• The use of JIT and QR leads to retailers rationalizing the inventory from
the manufacturer to the retail store.
• The advent of integrated supply chain management and efficient
consumer response (ECR) shortens the supply chain from factory
to store, with the manufacturer taking more control of the
inventory on the shelves.
• Costs of the reverse supply chain.
 ICT future trends in agri-food logistics
• The use of ICT by a consumer to make purchasing decisions in agri-sector is
called smart agri-food logistics.
• Some of the characteristics of the smart-agri logistics sector are:
(a)Internet of Things (IOT): It is a system in which the various types of sensor
embedded into the agri-food network communicate with each other and
share intelligence. Information here are:
- temperature, humidity, shipment status etc
Disadvantage: The technology can work only if the signals are strong.
(b) Telematics systems: Sensors are used in the logistics process to react to
changes of ambient parameters (e.g. temperature, light, ethylene
concentration etc) and send this information to the monitoring centre.
Further information about location, speed etc. Disadvantage: need advanced
governance models to maintain data integrity and privacy
(c) Tracking and tracing: To enable greater control over the
products in the chain and the chain itself, the level of traceability
should focus on the whole supply chain.

(d) Autonomous systems: Changes are required to enable each

entity inside the logistics processes to process information, take
decisions autonomously and communicate with other entities.

(e) Business intelligence: To support strategic and functional

decisions, business intelligence systems analyse all relevant
electronically accessible data and process models by acquisition,
processing and dissemination.
 Packaging in logistics
• Food are transported in various types of packaging with the aim of holding
and protecting the food during distribution and transit.
• The operational requirements for packages are that they should:
i. hold and protect the products against climate and contamination risks
throughout the journey;
ii. be compatible with the product;
iii. be easy to fill, seal and handle;
iv. remain securely closed in transit, but open easily when required (eg
customs inspection) and reclose securely;
v. carry information for all stages of the supply chain regarding the contents,
destination, and how to handle and open the pack (smart containers will
also have GPS tracking);
vi. be readily disposable or reusable.
 The logistics of perishables
Factors to be considered when designing perishable cold chains:
(a) Maintaining the seamless cold chain from source to retail
(b) Mode of travel
(c) Food safety
(d) The appropriate packaging technology
(e) Technology for real-time monitoring of temperature, movement,
location, humidity levels and so on, and using this data for analysis.
(f) Effective on-costs, on-time delivery and understanding of the
dynamics of the cold chain.
 FOOD SOURCING AND PROCUREMENT
What is sourcing?
✓is identifying the appropriate source of the material and evaluating it for conformance.
✓is the activity of securing raw materials or services needed by an organization for further
value addition or for direct selling to the customer.
What is a source?
✓is a place to acquire the raw material or the inputs to produce goods or services i.e.
locally or internationally
✓Benefits of global sourcing:
(a) lower costs;
(b) access to new technology;
(c) access to market information;
(d) access to resources not available locally;
(e) development of alternative vendors.
Disadvantages of global sourcing:
(a) increased transportation costs,
(b) increased possibilities of supply disruption due to natural
disasters or political problems,
(c) hidden costs connected with cultural differences and time zones,
(d) financial risks due to changing economies,
(e) increased risk of intellectual property loss,
(f) increased monitoring costs in comparison to domestic supply.
What is a sourcing strategy?
It is an approach developed by the company to procure supplies, for
which four elements are required in the process:
(a) the buying policy,
(b) the number of sources,
(c) the type of source,
(d) the nature of the company-supplier relationship

What is procurement?
The process that manages the sourcing and purchasing process
Strategic sourcing is enabled by the following approaches:
• Total cost procurement models:
These include all costs in the supply chain when comparing sources
and source chains,

• Supplier relationships:

• Value-added services:
• A value-mapping of the supply chain will help in understanding
those activities or suppliers that add the maximum value to the
product and those that are non-value adding.
 Sourcing models
(a) Low-cost sourcing
Here, the company sources materials from different countries and locations with lower labour and production costs, with
the aim of lowering operational costs and to achieve sourcing efficiency.
(b) Outsourcing and insourcing
Outsourcing is the act of purchasing goods or services from an external source. Company will decide to focus on its core
competencies and prefer to outsource activities or products that are non-core.
Advantages of Outsourcing:
(i) cost reduction resulting from economies of scale
(ii) access to specialized investments and expertise.
Disadvantages of outsourcing
(i) control over the operations will be reduced, leading to reduced flexibility to react to unpredictable changes in
requirements.
(ii) quality and lead time non-conformance
(iii) a threat from new competitors to emulate the business models and products if the sourcing is not conducted properly.
Examples of outsourcing
(i) supermarkets will outsource the manufacturing of their own-label food products
(ii) Beverage companies will prefer to outsource bottling across international market sectors instead of setting up their own
plants.
Insourcing
Internal sourcing, or insourcing, aims at internal production or purchasing from a subsidiary of the
organization, or bringing outsourced activities back into the company.
(c) Single sourcing or multiple sourcing
Solo sourcing approach
Occurs in a situation when there is only one supplier of the materials. The case of monopolistic
Single sourcing
Is a situation where there are a number of suppliers and the company decides to source from only one
supplier, with the intention of creating a close collaborative relationship.
Advantage: It helps to maintain traceability and food safety.
Disadvantage: It has the risk of disruption
Multiple sourcing
It is whereby the company prefers to have flexibility for responding to strategic consequences of source failure
or for having more negotiating power in the relationship.
Disadvantage: create quality and control issues
(d) Partnership sourcing
Here, the supplier provides the customer with extensive access to its
operations and management systems.

For its success, the following are required:

(i) collaboration between the supplier and customer
(ii) effective communication
(iii) mutual dependence on each other
(iv) joint planning and demand management
 Purchasing models
Kraljic matrix
• It classifies the company’s products in a two-
dimensional matrix: profit impact and supply risk.
• It enables the companies to analyse their purchasing
portfolio.
(i) Strategic items
✓ items are of high importance to the company,
✓ ensure that there is no disruption to supply,
✓ develop long-term supply relationships,
✓ analysing and managing risks regularly,
✓ planning for contingencies.
(ii) Leverage items
✓ Items are important as they have an impact on profit
✓ negotiating for low costs and using multiple sourcing
with economies of scale.
(iii) Bottleneck items
✓items have a low influence on profit but can cause problems through non-
availability
✓make sure that these items are always available
✓have safety stock in the system,
✓ identify alternate suppliers
✓ have more control over existing suppliers.

(iv) Non-critical items

items are not critical to the operations;
however, they still need to be managed before they turn out to be critical or a
bottleneck
Use standard products available in the market and optimize order quantities.
 Sustainable procurement
Actions needed for implementation of sustainable procurement are:
• Good governance
• Identify sustainable food as a priority
• Sustainable menus can deliver multiple dividends
• Account for sustainability
• Help create the market for sustainable food
• Ensure contracts strengthen competition
• Stimulate demand for sustainable food
• Work with suppliers
• Skill and training
• Origin of sourced food
• Monitor food waste
 The sustainable procurement process
• Prioritizing contracts:
This should be done on the basis of sustainability parameters.
• Demand analysis:
Ensure the correct levels of ordering required. This will reduce
wastage in the system.
• Identifying sustainability impact:
Implement processes to improve the sustainability impact of the
contract.
• A whole life-cycle costing approach to selecting suppliers:
This will ensure that the costing process compares operating and
disposal costs of sustainable alternatives.
 RISK MANAGEMENT
• A phenomenon which is unmeasurable is ‘Uncertainty’, whereas one that is measurable is
‘Risk’
• Risk = (the probability that some event will occur) × (the consequences if it does occur).
• Sources of supply chain risk (Based on the position in the chain)
(a) internal to the firm: process, control;
(b) external to the firm but internal to the supply network: demand, supply;
(c) external to the network: environmental.
• Sources of supply chain risk (Based on the operational process)
(a) physical movement of goods;
(b) flow of information;
(c) flow of money;
(d) security of the firm’s internal information systems;
(e) relationship between supply chain partners;
(f) corporate social responsibility and the effect on a firm’s reputation.
 Managing risks in food supply chains
Risk mitigation strategies
(i) Risk avoidance: e.g. not entering a market owing to demand uncertainty or not procuring from a
certain part of the world.
(ii) Postponement: This is a delay in the final formulation of the product or service until the
customer has requested it.
(iii) Speculation: manage demand uncertainty by anticipating demand, either by robust forecasting
or by using predictive analytics
(iv) Hedging: This is the process of ensuring that no major risks can affect the supply chain
financially. Simply, this can take the form of buying an insurance product.
(v) Control: In this process, the focal company utilizes a host of controlling mechanisms (vertical
integration, flexible contracting, cost control) to manage risks associated with opportunism and
buyer–supplier power balance.
(vi) Transferring or sharing: Transferring or sharing of risks can be achieved through outsourcing,
offshoring, vendor-managed inventories, offering discounts for advance purchases or competitive
pricing for just-in-time inventory management.
(vii) Security initiatives: The use of technology, sensors, scanning and biochemical processes can
help in identifying at-risk shipments or products.
 Example: COVID-19 and food supply chain
• Impact of COVID-19 on food systems in Kenya (CAT 1)
• steps taken by the government to protect Kenya’s food system
(a) The Ministry of Agriculture developed protocols and guidelines to facilitate the
operations of agricultural input providers, producers, traders, processors and consumers
in the food
supply chains.
(b) Food processing and feed manufacturing operations are working around the clock to
ensure adequate production.
(c) The availability of staple foods is monitored regularly and action is taken as needed to
ensure an adequate food supply for all Kenyans during the pandemic.
(d) Producer and consumer associations are encouraged to liaise with service providers to
use digital technologies that link farmers to markets and avail food commodities in urban
areas
(e) The Ministry of Trade waived its mandatory inspection fee on seed,
pesticides and veterinary medicine at the country of origin for an initial period
of six months, which has helped to reduce import costs.

(f) The government set aside KSH 3 billion (USD 27.9 million) to be injected
into the economy as seed capital for a scheme to provide affordable credit to
small and medium enterprises (SMEs).

(g) The government was to spend KSH 3 billion (USD 27.9 million) to supply
farm inputs through e-vouchers in an initiative targeting 200 000 small scale
farmers. The package aims to cushion farmers from the effects of adverse
weather and to secure food supply chains in the post COVID-19 period and
beyond (in addition to opening up the supply chain, as noted above). KSH 1.5
billion (USD 14 million) will be set aside to assist flower and horticultural
producers to access international markets.
Policies to offset the effect of COVID-19 on food supply chain
(a)Keep international markets in agriculture and food products open,
transparent and predictable
(b) Minimize the avoidable trade costs of measures to prevent the spread of
COVID-19
(c) Address labour constraints in the food supply chain
(d) Ensure health and food safety throughout the food chain
(e) Facilitate the movement of food products – including through alternative
channels
(f) Ensure the food and nutrition needs of vulnerable populations are met –
now and in the future
END