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Blockchain in operations for Blockchain for

food service
food service distribution: distribution

steps before implementation

Mauro Vivaldini 995
PPGA, Universidade Paulista, S~ao Paulo, Brazil
Received 5 July 2020
Revised 18 December 2020
Abstract 5 February 2021
8 February 2021
Purpose – Considering the importance of a safe food chain for consumers and the advent of blockchain Accepted 10 February 2021
technology (BT), this research studies a food service (FS) distributor. The research aims to understand the
implications related to the functional processes of distribution in FS in which it would be possible to use
blockchain to achieve agility, transparency of information and improvements in food safety.
Design/methodology/approach – Firstly, theory regarding blockchain technology in the supply chain (BT-
SC) and FS was analyzed to contextualize the theme conceptually. A single case study including 11 supply
chain companies was applied in a BT implementation study in an FS distributor.
Findings – Investment in infrastructure is often identified as a barrier to adoption of BT-SC. This was,
however, not found in this case. Furthermore, the validation of users was only necessary for those parties
directly participating in the process or information input. Finally, findings differentiate between qualifying
criteria and operational processes when considering BT projects in FS.
Research limitations/implications – The findings are restricted to this single case that provided an in-
depth understanding of the topic. Statistical generalization is not possible at this stage of the research.
Practical implications – The study is a practical example and can provide several insights to anyone
looking to implement BT in their SC.
Social implications – The social importance of the study lies in the importance of FS in the food sector, and
by presenting ways that contribute to mitigating risks to consumers.
Originality/value – Real-life cases of application of BT-SC illustrate its functionalities in operational processes.
Keywords Food safety, Distribution, Food service, Blockchain, Digital supply chain, Disruptive technology
Paper type Case study

Introduction
New disruptive technologies in the market, such as the Internet of things (IoT) and blockchain
technology (BT), can contribute to solutions for the supply chain (SC) and different logistical
processes, allowing for efficiency and transparency. It is already possible to track the location
and temperature of products in real-time, providing transparency for the entire SC
(Pournader et al., 2020; Zelbst et al., 2019). BT, according to Bumblauskas et al. (2020), usually
connects to other technologies, such as remote sensing and artificial intelligence (AI), to
collect and analyze data. In this specific case, customized sensor networks can track the
location, time, temperature and humidity levels by sending the data to BT. Within BT,
information is digitally linked to each product, creating a record to prove provenance,
conformity, authenticity and quality.
BT is still evolving, but it is already possible to state that applications related to the SC can
contribute to the extended visibility and traceability of products, and it can also act as a tool
applicable to the different inherent steps and processes of this area (Calatayud et al., 2019;
Gligor et al., 2019; Morkunas et al., 2019; Nimmy et al., 2019). Traceability has strong potential
for the food area (Dobrovnik et al., 2018; Francisco and Swanson, 2018; George et al., 2019;
Leon, 2017; Morkunas et al., 2019), probably because it requires a reliable means of
monitoring and product provenance. International Journal of Logistics
Management, The
Vol. 32 No. 3, 2021
pp. 995-1029
Funding: This study was funded by Conselho Nacional de Desenvolvimento Cientıfico e Tecnologico - © Emerald Publishing Limited
0957-4093
CNPq, Brazil (n. 420464/2018-2). DOI 10.1108/IJLM-07-2020-0299
IJLM Considering the importance of a safe food chain for consumers and the advent of BT as an
32,3 instrument capable of contributing to improving this relationship, this research analyzes the
possibilities of applying this technology in a company that acts as a distributor agent and
supplies to a group of food service (FS) companies. The intention is to evaluate the possible
applications of BT to improve operations in generating reliability in the relationship with
suppliers and customers, providing agility and transparency in information and contributing
to the food safety of the SC. From this perspective, the central focus of research is to
996 understand the implications that involve functional processes and where it would be possible
to use this technology. Therefore, the research questions that this paper addresses are:
RQ1. In which operational processes in FS distribution can BT be applied?
RQ2. What would be the effects of this application on reliability and food safety?
Analyzing, organizing and abstracting knowledge about blockchain technology in the
supply chain (BT-SC) through a practical case creates the opportunity to better understand
the theme, providing insights both for managers and researchers. The need to expand studies
on the possible applications of BT-SC through the presentation of real cases has been
expressed in many BT studies (Calatayud et al., 2019; Colicchia et al., 2019; Dobrovnick et al.,
2018; Francisco and Swanson, 2018; George et al., 2019, Hoek, 2019; Montecchi et al., 2019;
Morkunas et al., 2019; Nimmy et al., 2019; Prasad et al., 2018; Wong et al., 2020).

Theoretical background
Regarding what should be examined in field research and the information collected, the
following theoretical discussion aims to support the study. In this context, this section on BT-
SC emphasizes the role of platforms that support implementation in this area (George et al.,
2019; Treiblmaier, 2018; Vivaldini, 2020; Wang et al., 2019). It also discusses smart contracts
as an instrument of agreement between parties and validates their application (De Giovanni,
2020; Dolgui et al., 2020). Finally, it addresses economic viability in terms of the necessary
investments (Longo et al., 2020; Stranieri et al., 2021; Wong et al., 2020b). Specifically, BT in
the food industry is addressed, based on the fact that the factors capable of justifying its
adoption are directly related to the SC’s ability to ensure traceability, and in terms of to what
extent this will be reflected in food safety (Duan et al., 2020; Hao et al., 2020; Ling and
Wahab, 2020).

Blockchain technology in the supply chain (BT-SC)

Most of the time, participants in the SC cannot reliably verify and validate the origin of
products and services, research is often tricky and any faulty or even illicit activities that
have occurred throughout the SC are often not addressed. Such cases that may have occurred
compromise the reputation of organizations, and perhaps, therefore, the primary aim of BT
adoption relates to traceability (Calatayud et al., 2019; Francisco and Swanson, 2018; Wang
et al., 2019). Through an integrated BT-SC system sharing information, the agents involved
can obtain full tracking of items and proof of authenticity of products, processes and
documents (George et al., 2019; Tribis et al., 2018; Yoo and Won, 2018).
In logistics operations, the combination of the IoT and BT has generated many
opportunities (Bucovetchi, 2018; George et al., 2019; Treiblmaier, 2018), such as enabling
vehicles or containers to automatically communicate their current status and apply smart
locks, allowing, among other things, the temperatures of the products transported to be
viewed (Rajamanickam, 2019).
BT requires data communication both in the downstream and upstream flow, and in this
case, interoperability between agents is limited, with few interfaces built for enterprise
resource planning (ERP) systems and other applications usually used in SC (e.g. warehouse Blockchain for
management systems [WMSs] and transportation management systems (TMSs)]. The food service
solution to these issues requires agreement between technical standards agents and software
vendors to create interfaces (Zalan, 2018).
distribution
Blockchain platforms. The SC will not have a single blockchain-based system, but multiple
private blockchains supported by solutions on interactive platforms (George et al., 2019;
Risius and Spohrer, 2017; Treiblmaier, 2018; Vivaldini, 2020; Wang et al., 2019). Despite high
expectations regarding the benefits of this technology, there is still little information about 997
where and how it is applicable and where it can provide favorable results (Calatayud et al.,
2019; Dobrovnik et al., 2018; Francisco and Swanson, 2018), as well as which applications may
be integrated into its platforms (Kshetri, 2019; Liao and Wang, 2018; Min, 2019). The solutions
proposed by BT platforms, according to Insolar (https://insolar.io/) and Oracle (www.oracle.
com/cloud/blockchain/) (both accessed November 20, 2020), integrate with the different
applications and ERPs that companies have, in a scalable and economical way, and can be
used to build a fast, easy and effective solution for exchanging data between companies with
security, integrity and total control over information, products and assets.
The use of BT-based platforms has been addressed in several studies (Gonczol et al., 2020;
Hew et al., 2020; Helo and Shamsuzzoha, 2020; Vivaldini, 2020), with some addressing the
advantages (i.e. finding a ready-made solution) and disadvantages (i.e. restrictions related to
specific needs). These platforms can be accessed via mobile applications or a computer
connected to an ERP to points of sale and suppliers, creating a standard interface with
permissions and targeted access. In addition to offering modularity whereby the customer
can choose the relevant applications, SC actors can record harvest or production and
marketing information, transfer product ownership, update data and link existing software
and applications to BT (Keohler and Pizzol, 2020).
Considering the importance of auditing and the integrity of BT food chains, the platforms’
functionalities must be compared and questioned according to the different characteristics of
each one (Shahid et al., 2020), as well as assessing the main applications needed for
transparency, such as data-acquisition technologies, IoT, data management and Big Data
analysis solutions, smart contracts, tokens and mobile applications capable of guaranteeing
and certifying the origin of food ingredients (Tsolakis et al., 2020). According to the
company’s configuration and modulation, SC actors can access information about each
product in seconds, register or search for information, transfer ownership of assets, update
assets and integrate existing software with the BT platform. The platform’s versatility can be
a success factor in BT implementation in food supply (Keohler and Pizzol, 2020).
Smart contracts. In logistics operations, smart contracts control the flow of transactions at
each stage. Warehouses can optimize capacity and shipments in real time, and carriers can
provide cargo status and visibility to participants (Dolgui et al., 2020; Zhang, 2019). The
application of a smart contract, converted into codes, stored and replicated in the computer
system and supervised by the blockchain network, becomes an essential ally in risk
mitigation (Min, 2019). It can automate quality control criteria (Kayikci et al., 2020) and
prevent the recording of errors.
The smart contract in the food context should be based on the requirements of the
operation. It authorizes the movement of products in the SC and rejects any activities that do
not meet the defined criteria. This functionality can prevent food quality requirements from
being compromised and improve efficiency in validating information in the SC (Sternberg
et al., 2020; Tan et al., 2020). Studies have proposed different smart contracts depending on the
type of activity (Casino et al., 2020; Shahid et al., 2020). Casino et al. (2020) suggested
applications related to raw materials and the history in the production process, distribution
and location; the ownership of the product and its interactions; and the enabling of tasks and
accesses. Some business rules are implemented via BT, allowing participants to track the
IJLM business process and validate the contractual rules. Smart contracts contribute to data
32,3 sharing and continuous process improvement among SC participants (Feng et al., 2020).
Investments. Investments in technologies, including sensors, AI-enabled surveillance,
RFID chips, near-field communication (NFC) tags, bar codes and QR codes, help remove
errors from human interference in BT. SC agents need to be aware of, and have access to, the
provenance knowledge contained in the blockchain. This can mean adjustments to the
product packaging, operating devices, modifications to the website or the development of
998 smartphone applications. Thus, the implementation of blockchain in the SC needs partners’
agreement and willingness, as well as financial investment, to allow the automatic entry of
information in the blockchain (Montecchi et al., 2019).
It is important to overcome the barrier regarding the perception that things are already
working well, because changing them is a challenge imposed by the implementation of new
disruptive technologies (Cichosz et al., 2020). It must also be considered that the initial
investment costs may be high for new digital technologies. However, the expectation here is
for a decline over time (B€ uy€uk€ozkan and G€oçer, 2018). There is also a need for a strategic
decision to be taken in relation to meeting specific market demands and addressing issues of
information reliability and product quality (Montecchi et al., 2019). On the other hand, for
some businesses, as exemplified by Longo et al. (2020) in their study on dairy farms,
investments may not even be relevant for producers. However, it is necessary to consider the
capacity of other companies, such as small retailers.

Blockchain in the food industry (BT–FS)

There is a perception that the efforts of food companies to have their SC tracked are not
sufficient, very possibly due to the challenges imposed by this practice (Li et al., 2018). With
increasing awareness concerning food quality, safety and freshness, the food industry,
especially those connected to the cold chain, is facing increasing pressure to meet these
requirements (Tsang et al., 2019; Zhong et al., 2017).
Real-time monitoring of the quality and visibility of perishable foods, which requires a
controlled cold chain, can contribute to the reduction of outbreaks of foodborne diseases,
possible product tampering, contamination, food waste due to exceeding expiry dates and
losses due to deterioration. IoT-based technologies facilitate food-quality monitoring and
increase the level of visibility of monitored data, improving safety and preventing waste.
There are several IoT-based tracking infrastructures such as electronic surveillance, RFID
and QR codes, which are primarily aimed at automatic tracking. However, the role of these
technologies is limited in the identification of packaging and does not provide any
information on the state of the food quality (Mondal et al., 2019). Cases of BT usage usually
bind to other new technologies, such as remote sensing and AI, to collect and analyze data.
Within BT, the information is digitally linked to each product, creating a digital record to
prove provenance, compliance, authenticity and quality. This information follows the
product throughout the SC and is accessible to all stakeholders (Bumblauskas et al., 2020).
Traceability. A BT-based food traceability system can record information at every stage of
the product’s life, encompassing harvesting, processing, transportation, storage, distribution
and sales. Although there is a cost associated with its implementation, such systems can help
identify problems of safety and food quality, limiting the production and distribution of
unsafe or low-quality products. For this reason, many countries have mandated the
implementation of traceability and quality certification in food chains (Prashar et al., 2020;
Qian et al., 2020). Consequently, such actions seek to reduce the number of recalls, avoid
contamination and limit damage to the physical and financial health of those involved
(Behnke and Janssen, 2020; Bumblauskas et al., 2020). Hew et al. (2020) exemplified BT’s
application in their study on halal feeding through a traceability system capable of capturing
information from the source to the final consumer. As all participating parties are sharing the Blockchain for
same information, this can prevent fraud, ensuring halal integrity. food service
Tsolakis et al. (2020) confirmed that, regarding BT’s application in the fish market, a single
technological solution to address SC transparency and traceability challenges is not viable.
distribution
BT projects in the SC context depend on the fundamentals of traceability systems, that is, on
key data elements and collection mechanisms. These elements need to be designed and
appropriately managed to enable the benefits of the technology, as data entry points
susceptible to human error or even fraud leave the system vulnerable. On the other hand, the 999
companies involved must know what they are offering in their operations. They must clearly
define the advantages and risks since connection in real time and traceability can have
negative consequences, potentially leading to the companies involved having only local and
limited connectivity (Neal, 2019).
While ensuring food traceability with BT seems promising, some influences need to be
considered: regulations and regulators, relationships between stakeholders, data-ownership
issues, scalability and so forth (Demestichas et al., 2020). It is also important to remember that
most of the effort expended in implementing BT in the SC is related to the adequacy of
processes (Hastig and Sodhi, 2020).
Food safety. Food safety systems, such as hazard analysis and critical control points
(HACCP), are insufficient to prevent contamination. Such systems were designed for food
safety, and not for the integrity of the food. The traceability incorporated into technologies
such as BT helps food producers to isolate, verify and identify possible sources of
contamination, demonstrating that the products meet both agreed standards and customer
expectations (Ling et al., 2020). BT can bring transparency and accountability into the food SC
and play an essential role in ensuring food safety by providing visibility (Kshetri, 2019;
Prashar et al., 2020). Traceability provides an accurate record of product movements,
expands SC’s vision and helps avoid possible quality risks, isolating products with problems
more efficiently (Duan et al., 2020).
Some technologies, such as RFID and vehicle tracking systems, specifically in the food
chain, can contribute to BT’s desired visibility. In this case, there is a need for SC actors to be
willing to invest in RFID or tracking devices and for these devices to be connected to all SC
equipment and stages (Sander et al., 2018).
Bremer (2018), in a study on the cold chain, reinforced the importance of food safety
controls, highlighting the importance of compliance with standards set in many countries or
even imposed by commercial customers on their suppliers. The author stated that the
requirements are limited to movement before or after the SC transaction in many cases. As
paper records can easily control this, the use of BT would significantly improve and speed up
this process. BT models applied to the food sector tend to offer audibility and confidence.
Records can be inspected and used by SC agents or even by external bodies such as
regulators and policymakers (Casino et al., 2020). Examples of this application are presented
in Keohler and Pizzol’s (2020) study, seen as a differential in customer service; through a
smartphone, hotel restaurants can provide service to their guests, while the food industry can
provide information through a code on their labels.

Motivation for the study

Understanding the possibilities of applying BT in the SC has been a challenge for many
scholars and managers. The breadth of SC, the many processes and companies involved, the
peculiarities inherent to each type of business and the implications of using new technology
all increase the need for research that contributes to a better understanding of BT in the SC. In
more sensitive sectors, such as medicines and foods that directly impact the health of society,
the importance of such studies is growing. Therefore, studying the possibilities of this
IJLM technology in the FS sector (food outside the home) in a real case, not always accessible to
32,3 researchers, has as a motivating factor the possibility of new and innovative discoveries that
can contribute to organizations and provide diverse insights capable of fostering many other
types of research.
BT is one of the most promising in the management and optimization of SC, due to data
integrity and decentralized operations; however, incorporating BT in a real operating system,
in which results can be obtained from it, is still a doubt pointed out by most studies available
1000 so far (George et al., 2019; Morkunas et al., 2019; Perboli et al., 2018; Tribis et al., 2018; Yoo and
Won, 2018).

Methodology
A qualitative approach based on a case study (Eisenhardt, 1989; Yin, 2014) was used to
conduct this study. This approach is more appropriate to generate theory (Yin, 2014),
considering that the study of a current phenomenon within its real-life context (BT in an FS
distributor) is representative (Fawcett et al., 2014; Ketokivi and Choi, 2014). As well, the
theory (about blockchain in SC) is still being developed (Barratt et al., 2011; Voss et al., 2002).

Organization of the research

This case study aims not only to explain and describe a real case but also to illustrate (the
processes) the application of BT in FS (BT-FS), exploring its functionalities and implications
(Yin, 2014). The study can lead to new insights, expose real problems and provide valuable
information to managers (Voss et al., 2002).
The first stage of the research analyzes the theory concerning BT-SC and food industry to
contextualize the theme conceptually. The understanding of BT as a management instrument
and its possible applications in the SC has been addressed in the literature, highlighting the
role of platforms, smart contracts and the influence of investments. An overview of BT
applications in the food industry (in which FS is included) and the importance of traceability
and food safety complement the research. Through an analysis of this literature, the research
questions (RQs) were formulated to guide and establish the research focus via a case study
(Ketokivi and Choi, 2014; Yin, 2014) regarding a project for the implementation of BT in an FS
distributor.
The author contacted the Food Service Institute–Brazil (IFB) to find out whether any
companies were developing BT applied to their operations and SC. This institute is relatively
representative of Brazil’s food sector because it brings together, in addition to FS companies,
the largest food companies in the country. Therefore, it is an ideal environment in which to
find BT initiatives in the food area. Subsequently, during a face-to-face visit to an association
meeting, 12 companies were contacted. Of these companies, one of them (a distributor for FS),
through its information technology (IT) director, reported that the technology was being
studied to present a proposal to the company’s board. This director detailed what the
company intended and how the development project would conduct in a second contact. This
same professional allowed the research to be undertaken, clarifying how the researcher could
participate in the project team meetings and get the case information. As Otley and Berry
(1994) stated in their seminal article, a case study can occur when the opportunity to examine
a phenomenon happens accidently, by chance.
The research flow and organization is represented in Figure 1, and the field research
protocol is described in Appendix.
In total, there were 11 companies involved: the distributor, two transport companies, four
FS franchisors who are customers of the distributor and four of the leading suppliers familiar
to all customers. A total of 20 professionals were interviewed by the researcher, described in
 Blockchain in SC Theory Blockchain for
BT Platforms - Smart Contracts - Investiments - Traceability - Food safety food service
distribution
Customer Service (1)
Food Supply (1)
4 Suppliers
Account Manager (4)
(4 Managers) Distributor Transport (1) Data collect
(6 Managers) Warehouse (1) Visits
Information Tecnology (2) Interviews 1001
Case Meetings
Study Interactions
Phone calls
2 Freight Comments
4 Clients
Purchasing Manager (4)
(8 Managers) Company Owner (2) Document Analysis
Restaurant (4) (2 Owners )

Data and Information Analysis Figure 1.

Research flow and
organization
Blockchain in Food service

Figure 1, being directors, owner, managers, IT consultants and supervisors related to the
company’s SC.
The logic of interactions and research interviews was as follows:
(1) The project was defined based on exploring the work carried out by the group of
distributor professionals (managers in the area of customer service, supply, transport
and warehousing), by the IT director (primary contact of the researcher) and by an
external consultant (representing the ERP company used by the distributor, also the
owner of the TMS and the WMS).
(2) After the project was defined, the research was carried out with professionals from
the SC companies (customer and points of sale, suppliers and freight company).

The company studied (unit of analysis)

The research was conducted in a Brazilian logistics services company, in the business
segment of the group focused on exclusive distribution to the FS sector, which consists of
supplying franchise restaurants, coffee shops and fast-food outlets. This distribution
company is responsible for the total supply of all the products of these customers. It operates
as a sizeable exclusive distributor that purchases and stores each customer’s products,
passing them on (through final sale) to each point of sale as purchase orders are placed.
Having a real study opportunity, with a specific problem regarding BT (Gammelgaard,
2017), the interaction with the company progresses through:
(1) A visit to the company’s operational unit located in the interior of the state of S~ao
Paulo, Brazil, accompanied by the IT director, with the intent of establishing an
overview of the business and the operation.
(2) Specific visits with each area manager (customer service, supplies, warehouse,
transport and quality) to understand the processes and functionality of the different
operations.
(3) Participation as a listener in the monthly meetings of the project development team
(area managers, director and external IT consultant).
IJLM (4) In the meetings, the interaction with the team was inevitable and contributed to a
32,3 better understanding of intentions, operations and possibilities. The clarifications
obtained allowed to describe the operations and visualize the application of BT in
different processes. Besides clarifying many doubts, this opportunity allowed
information to be highlighted and measured individually with each of the managers.
(5) Interviews with SC agents (customers, suppliers, freight companies) through a
1002 predefined questionnaire and with open questions. At this stage, it was possible to
explore the issues and seek to understand the doubts, points of disagreement and
conflicting positions regarding the definitions imposed by the project. The supply
and transport manager followed up on this step. In the interviews, they helped to
clarify the interviewees’ doubts. Subsequently, this information was used to adjust
the researcher’s understanding.
(6) With the contacts established, doubts were clarified later. This allowed the researcher
to explore doubts or counterpoints better, serving as an instrument to assess the
saturation of understanding.

Single case
The case provided the researchers direct participation alongside those involved in the project,
obtaining information not always accessible by other methods (Flyvbjerg, 2006; Voss et al.,
2002; Yin, 2014). This pragmatism can contribute to the development of the theory
(Gammelgaard, 2004), possible in single cases like this. The circumstances capable of
justifying the case (Yin, 2014) were:
(1) It is a critical case because the theoretical moment is still under development, and
there is a little foundation based on practice.
(2) The circumstances offered by the case are rare and exclusive since the immersion of
the researcher in a practical application for the development of BT in the SC is unique.
(3) The case is representative for studying an economically important segment (food
distribution in the FS), a large FS distributor in Brazil, a new technology that is not
very present and an application aimed at food safety (socially relevant).
(4) The chosen case can reveal new insights by studying, in addition to the distributor,
the first level agents of SC. This scope allows a better understanding of any conflicts
and differences that projects of this nature face.
(5) As the study takes place over a period (about one year), a longitudinal case is
characterized, allowing the author to interact with the companies (people) involved in
the project.

Data collection and analysis

The research protocol (Appendix) clarifies the sequence of contacts (calls and face-to-face
visits) through which the information was obtained directly by the author, involving the
following procedures:
(1) Visits in person at the distributor’s business unit. This step was intended to
understand the operational flow, the processes since receipt of the customer’s order,
purchase and receipt of products, storage, quality criteria, picking and loading. Also,
the understanding of how BT could act in different processes was discussed. This
step contributed to align the flows presented in the research and to situate the role of
BT in the processes.
 (2) Interaction through project meetings and face-to-face interviews with 20 Blockchain for
professionals (as shown in Figure 1). The author has established a guide to food service
conduct the questions and not lose focus. The information and considerations made
by them were noted and organized to support the cross-analysis of the information.
distribution
(3) Telephone calls to obtain clarifications and secondary information, such as full flows
of operations by area. This material was delivered to help understand how the areas
could use BT, with restrictions on disclosure as they are confidential. 1003
In this sequence of information collected, Table 1 clarifies what each contributed to the
research:
All contacts and information obtained were not recorded at the company’s request. The
reason was that, in meetings and interviews, many factors would be related regarding
customers, products, operational secrets, failures and judgments about one or the other. To
facilitate the relationship with, and obtain the collaboration of, those involved, the author
always expressed himself stating that there would be no recording or generation of electronic
archives; only notes would be taken by the author. In this case, the author pledged to omit any
information that could identify people and companies, as well as to avoid any narrative about
facts that could compromise them.

Search quality
The following steps contributed to strengthening the narrative, information and
considerations pointed out in the study: the observation and combination of the author’s
transcriptions with the material obtained (operational flows and the application proposal
generated by the IT director), interaction with interviewees, participation in development
team meetings and the possibility of returning calls to interviewees. They meet the validation
criteria proposed by Yin (2014):
(1) Construct validity. The direct interaction of the author allowed capturing much
evidence from different SC actors, making it possible to connect the objectives,
propositions and RQs to the sequence of the collected information.
(2) Internal and external validity. This was ratified by analyzing the information obtained
from different sources (visits, meetings, interviews, interactions and phone calls) and
by the flows presented and was supported by the research theory. It is worth
highlighting the importance of interaction with the company’s managers and their
support in external interviews. This procedure helped to improve the understanding
of the researcher, rendering the information obtained more valid.
(3) Reliability. This is based on the evidence from the research protocol (Appendix), on the
description of the information and examples pointed out by the study.

Field research
Overview of food service (FS) globally
FS refers to the sale of food and beverages that are prepared for immediate consumption or
delivery, or to take home. FS establishments are classified into two sectors: shopping
facilities, including fast-food restaurants, catering, nightclubs and recreational
establishments; and non-commercial establishments, including food operations that
operate within the facilities of organizations such as hospitals, schools and military bases
(JLL, 2017).
Every day, 7.7 billion people worldwide eat, consuming 14.5 million tons of food (Deloitte,
2019); part of this amount makes use of the FS market, which has historically been growing
IJLM With what interviewees contributed
32,3 Interviewed With field research With the study Estimated interview time

Distributor’s Allowed to carry out Helped to understand the 07.02.2019 5 Call 5 30 minutes
IT director the research interviews operational flow and in 07.16.2019 5 Meeting 5 1.5 hours
with employees and which processes BT can 07.29.2019 5 Meeting 5 45 minutes
other agents contribute to improving Monthly meetings 5 10 hs
1004 food traceability and 12.20.2019 5 Call 5 30 minutes
safety
Clarified the intention The model of conducting
of the project the project
Created performance Clarified details of the
teams and monthly processes helped to
meetings, and led validate the researcher’s
discussions understanding of BT’s
applications and
features. It allowed
interaction with meeting
participants, clarifying
doubts and confronting
understandings
Defined the BT Guided the discussions
application macro flow and helped map the BT
application in the
processes
He presented the Allowed the researcher
project to those to conduct the interviews
involved. He clarified with external agents,
details, features and with questions and
limitations, and how the discussion focused on the
project would be research focus
conducted
Distributor Clarified the processes In the design of flows, 07.27.2019 5 visit 5 2.5 hours
managers by area illustrating the Monthly meetings 5 10 hs
applications of BT Interactions 5 2 hs
Provided the It was possible to 12.06.2019 5 Call 5 30 minutes
company’s original differentiate what is 12.20.2019 5 Call 5 30 minutes
operating flows procedural (registration 01.01.2020 5 Call 5 30 minutes
of operations) and what
is a qualifier
Exemplified and To understand some
explained most of the conflicts and divergences
author’s doubts in the information
collected. They
contributed to the
validation of information
Were fundamental in Contributed to the
the discussions on narrative of the case
where to apply BT
Table 1. functionalities in the
With what processes
interviewees
contributed (continued )
With what interviewees contributed
Blockchain for
Interviewed With field research With the study Estimated interview time food service
distribution
External IT Helped to understand BT possibilities for FS Monthly meetings 5 10 hs
consultant the integration distribution Interactions 5 2 hs
possibilities offered by
the platforms
Supported or refuted Technology limitations 1005
applications that would and vision on BT
not be viable due to platforms
technical limitations
Clarified how Vision on necessary
information could be investments
captured, possible risks
and failures
Helped in the definition Understanding that the
of minimum application is viable for
requirements for those the case
involved
Customers Ratified support for the Importance of integrated 11.13.2019 5 Call 5 1 hour
(franchisors) project and the SC 12.20.2019 5 Call 5 2 hours
improvement that
operations can provide
Raised questions about Risks present with
risks in the information permission to access
generated information
Addressed problems Failures, investments
with connections and connections
between agents
Demonstrated concern Records and information
with assertiveness in exposes companies
sales projections
Highlighted the The importance of the
importance of project for the client’s
controlling operations business
and generating
information
Customers The quality of receipts Failures are recorded and 11.13.2019 5 Call 5 1 hour
(points of sale) can improve transparent to all 12.20.2019 5 Call 5 1 hour
Demonstrated concern How flexible the
that some decisions qualifiers would be
may be fought
How to act with a lack How to manage
of access or inadequate unforeseen events
access
Delivery time could be Impact on operating
impacted costs

(continued ) Table 1.
IJLM With what interviewees contributed
32,3 Interviewed With field research With the study Estimated interview time

Suppliers Support the project SC standardization has 11.13.2019 5 Call 5 1 hour

with concerns about restrictions and 12.20.2019 5 Call 5 1 hour
identifying and problems
collecting information
1006 Pointed out limitations Total traceability is still
for total SC traceability restricted
They signaled doubts Conflicts and interests
about validations and
rejections of non-
standard products
Freight Understand the Conflicts and interests 11.13.2019 5 Call 5 45 minutes
company importance of the 12.20.2019 5 Call 5 30 minutes
project, but have
restrictions on some
notes
They feel exposed to The collection of
risks that they consider information will be
unresolved subject to many
inconsistencies
Records may require There may be
longer delivery times implications for current
standards
Point fears about Implications of
connections and real- connectivity
Table 1. time transmissions

consistently, demonstrating the trend of consumers eating outside the home. The size of the
global FS market was worth US$3.4 trillion in 2018 and is expected to reach a value of US$4.2
trillion by 2024, recording a 3.6% annual growth rate (CAGR) from 2019 to 2024 (Research
and Markets, 2019). Some of this growth is driven, in part, by technology and mobile
evolution. Consumers can get meals whenever and wherever they want (JJL, 2017).

The case
Company background. The company offers logistics solutions in different segments
(agribusiness, food, consumer goods and FS). The food area acts in compliance with all
food safety protocols (legislation and HACCP), and they specialize in the cold segment (cold
and frozen). It has 22 distribution centers (DCs) spread across Brazil, with FS’s central
operation in a DC in S~ao Paulo, with support for transfers and cross-docking in other units.
The company’s systems are integrated into its ERP, working with WMS, TMS, temperature
control systems in cold areas and the traceability and monitoring of distribution vehicles. In
FS, customer relationships are managed through an Internet portal, accessible on desktops
and mobile platforms, enabling the availability and exchange of electronic information for
customers, including the delivery of products at the point of sale.
Business case. Sales for the food industry in Brazil, including FS and food retail, expanded
by 6.2% in 2019, totaling US$103 billion. The FS channel (food prepared outside the home)
accounted for 33% of this total (US$34 billion), while food retail accounted for 67% (US$69
billion). In the last 10 years, industry sales to the FS channel have grown by an average of
11% per year, compared to 9% for food retail in nominal terms (https://www.abia.org.br/
cfs2020/omercadofoodservice.html).
 According to the interviewed IT director, the distribution specialized in FS in Brazil, called Blockchain for
“full-delivery” (operators who manage the customer’s complete operation, encompassing food service
buying, storing and delivering the products), has four significant competitors who compete
for large accounts: franchise chains, restaurant groups and hotels. Attracting such customers
distribution
is achieved through differentials incorporated into the services, such as exclusive deliveries,
vehicles, dedicated drivers, meeting specific qualitative rules and storage areas with
dedicated monitoring. In this way, the studied company understands that BT would be a
substantial differential in the market to retain existing customers and gain new ones. The 1007
company was also considering whether BT applications could be used in the group’s other
business segments.
Business problem. For the company, the problem regarding BT adoption lies in the fact
that there are no applications in operation yet, not even outside Brazil (specifically for FS).
The experience of solutions applied to the different blockchain platforms is limited, and its
practical application is uncertain. Another aspect is that there are no definitions of where BT
could be applied in the different processes that exist in food distribution.
In this scenario, the organization decided to find out whether BT would be viable in its
operations, ultimately deciding that it could be applied and could respond to two significant
factors for customers: traceability and food safety.
Project overview and objective of the study. The distributor’s project was intended to map in
which operational processes BT could act to improve traceability and food safety by
providing real-time information to the SC. Consequently, information from the BT application
would encourage the distributor and SC agents to assist in business management. After this
stage, the assessment of technical needs and investments in the SC, a first involvement of the
agents in which the applications would be discussed, the pricing and executive schedule and
the company’s board’s presentation would complement the work.
Within the context of the case outlined above, the aim of the present study is to evaluate
the BT functionalities in the FS distribution processes in relation to guaranteeing traceability
and food safety in its different functional stages. It also aims to take into consideration the
interactions, relationships and interviews, assessing how the actors in this chain understand
the relevant factors of BT application, such as the use of platforms, the role of smart contracts
and the influence of investments.
Relevance of the study. Traceability and food safety in the food sector today have become
mandatory. However, how these can be achieved through BT remains a challenge. In this
sense, understanding how and where BT can be applied in an FS distributor becomes
relevant because, first, the distributor is a link between producers and the point of sale, and,
second, this is not only relevant to the FS sector but also illustrates BT application in
operational processes, which is probably similar in many other segments. This includes
discussing the impact of this application on other SC agents and capturing valuable
perceptions regarding how this type of project is understood.

Understanding the operation and role of agents in the SC

The supply of points of sale is concentrated in the distributor, which plays an essential role in
the process of integrating the needs of the franchisors with suppliers, and their points of sale.
It captures orders from the point of sale, manages customer demand (franchise) and sales
variables (such as seasonality) and incorporates promotion and launch information in
management. Finally, it processes all the data and turns them into a purchase order for inputs
from suppliers approved by the franchisors. In turn, each supplier works to fulfill orders,
delivering them to the distributor’s warehouses. Then, the distributor organizes and
programs the entire process of supplying the points of sale.
The franchisors, who are the ones who exercise the governance of the SC of their business,
establish the responsibilities with the agents involved, such as suppliers, managers or
IJLM franchisees and the distributor. They also negotiate all variables related to price and quality
32,3 and manage any conflicts. The distributor passes the product to the points of sale at the
purchase price and pre-negotiated service mark-up with the franchisors.
The commitment of suppliers and the degree of the relationship established by the
franchisors are based on cooperation and reliability. In this relationship, the role of each SC
participating agent can be summarized as follows:
1008 (1) Restaurant network (franchisors): Coordination of the operation of points of sale; the
establishment of promotions and advertisements; selection of suppliers, prices and
products; development of new products; and preparation of strategic plans for the
business, evaluation and resolution of conflicts in the SC.
(2) Distributor: Responsible for purchases and product-purchase programming from
suppliers, storage and inventory management, service to restaurants receiving and
guiding order placement and performing the distribution and management of
transport, logistical planning, tax planning, service field and coordination of SC
operations. It maintains the system for capturing orders from points of sale through
the relationship portal on the Internet, manages all information requested by
franchisors and points of sale and also transfers data and places orders with
suppliers.
(3) Suppliers: Manufacturing with assured quality, development of new products and
upstream SC management.

Defining the understanding for BT application in FS

During the opening meeting and clarifications of the project objective to his team, the IT
director contextualized the understanding of BT, and how they could apply it to operations.
Figure 2, focusing on the FS sector, establishes this initial understanding, presented by him
and interpreted by the author.

Distributor operations (Food Service) Approach to Blockchain implementation

Point of Sales Order

Open view for the entire chain (except freight companies)
New Product Distributor Validation
Supply
New Product

Franchisors Supply Orders

Franchisors view
Supplier order validation
Receiving products Distributor validation (receipt and quality)
Confirmation
View of available inventory information
Stock - Warehouse - For franchisors and suppliers
- Quantity and shelf-life
Picking completed view
Picking
View of storage temperatures (franchisors and suppliers)

Shipping - Warehouse Validation of checked Loading

Transport vehicle validation
Vehicle internal temperature validation
Routing Loading Validation of the temperature of the loaded products

Transport
Routing validation
Figure 2. Vehicle monitoring view
Return
Understanding Output Vehicle temperature view
blockchain technology
(BT) in food Final delivery validation (quantity and products)
service (FS) Delivey Validation of final delivery (temperatures delivered)
Validation of product returns
 Figure 2 represents the macro processes and the sequential flow of the product until final Blockchain for
delivery. It depicts the influence of franchisors on new products, the beginning of processes food service
with the order of the point of sale, moving to stock through ordering suppliers, the generation
of stock in the warehouse, the picking process and shipping, through transport steps that
distribution
involve routing and defining deliveries, and ending with delivery by the freight company.
The predefined points for BT implementation relate to the processes in which SC agents
can only view (obtaining information only) or have to validate an operation or part of it
(confirming its execution or movement). As a guide, managers decided to analyze the internal 1009
and external flows of the processes to discuss the probable functionalities and viability
for BT.
Finally, it was decided that the group’s objective was to define where they could apply BT,
with many technical issues, costs, acceptance and types of application, for example, being
dealt with later or resolved as the project defined itself and developers began to be contacted.
Therefore, the group’s focus was to define what they wanted and how they could use the
technology.

How and where to have BT in the operational processes of the distributor

The classification and presentation of the processes in which BT could be applied were
discussed by the team and classified as described in the following subsections.

Order
According to what was presented, they classified order into two groups:
(1) Originating at the point of sale (referring to the purchase order of the products needed
for the operation): The distributor is the leading supplier of the franchisor, and the
products are acquired by the points of sale through orders placed on a relationship
portal on the web with several functionalities, the most important among them being
the placing and execution of the purchase order.
(2) The distributor order directed to the supplier of inputs: The purpose of this is to supply
the stock of products that serve the point of sale. This is driven by demand at the
point of sale as orders are placed and confirmed. The distributor’s supply area
manages this operation and balances inventory and demand, generating the supply
order.
Figure 3 displays the flow of orders and illustrates where BT could be applied. The following
features were discussed:
(1) FS customer orders (outbound):
 They must be placed on the distributor’s relationship portal, according to the
delivery schedule predefined with each point of sale. This process has two steps:
the first when it enters the data (and has a time limit to change, if desired), and the
second when it makes the order (when it can no longer be changed). The
blockchain record must be confirmed only when the order is completed.
 The processed order, which has already undergone the stock commitment,
separation and preparation for dispatch, has its information registered in the
blockchain and is ready to be loaded. The same occurs with orders loaded and
delivered to the customer.
(2) Ordering supplies (inbound): Whether it originates from the need to replenish stock or
a new product (informed by the franchisor), this also goes through two stages: the
IJLM
32,3 BT
Changes
Portal Web Transport Point of Sales
BT BT BT
Order Placed Order confirmed Order processed Order forwarded Order delivered

1010 Outbound

Order warehouse BT

BT BT
Inbound Supplier Order processed Order forwarded Order delivered

Figure 3.
Order flow Other inptus 8 week schedule Confirms 2 weeks BT = Blockchain

correction of the schedule (which occurs for eight weeks), and the execution of orders
for the coming two weeks. In this step, the operation must be registered within the BT,
as well as when the warehouse acknowledges receipt of this order.

Warehouse
The processes that relate to warehouse operations, represented in Figure 4, are described in
the following subsections.
Receipt of products (inbound). Following a predefined delivery schedule of the day, the
warehouse receives the trucks, performs the visual evaluation of the vehicle’s condition (such
as cleaning, the temperature recorded in cold equipment) and starts checking quantities and
temperatures of the products. These records are made in WMS and, in the BT, must be
confirmed by the vendor and made available to the agents involved.
Inventory and product entry. The distributor’s view of the stock of products must be made
available to the franchisor and suppliers (restricted to their products), and any movement
effected (entry and exit) must be registered in the BT. Inventories of finished products at
suppliers, on the other hand, must be made available to the distributor and the franchisor.

Routing

BT BT
Outbound Order confirmed Picking Conference Loading
BT
BT
Stock
warehouse WMS Transport
BT

Load conference accepted and

Inbound addressing

BT Qualifiers BT
Figure 4. rejection
Warehouse flow Supply schedule BT
BT = Blockchain
There should be a restriction of information to the point of sale and to the carriers to avoid Blockchain for
conflict of interest. food service
Deliveries made by suppliers to the distributor’s warehouse are checked (quantity, and
qualifiers criteria such as product integrity, expiration date and supply temperature). In this
distribution
stage, the quantity and qualifiers criteria must be registered in the BT and validated by the
suppliers before definitively incorporating the distributor’s stock.
In the case of qualifiers related to storage (product temperature and storage locations) and
product shelf-life, the information must be available online in the warehouse temperature- 1011
control application, the stock system, as well as registered and visible in the BT.
Product picking. The picking is characterized as a primarily internal operation;
information on the order regarding picking and completed picking (ready for loading)
must be made available, only to the point of sale and franchisor, being confirmed in the BT by
the distributor.
Loading of products. Preliminary information regarding qualifying criteria must be
confirmed by the distributor’s loading operator, including vehicle checks such as whether the
physical characteristics of the vehicle (e.g. external and internal cleaning and breakdowns)
meet the standard and whether the internal temperature of the vehicle matches the pre-
cooling pattern. Subsequently, the cargo is checked before shipment (both quantity and
temperature of the product shipped). This information must be registered by the operator in
the BT, validated by the freight company and made available to everyone.

Transport
Transport involves partner freight companies hired exclusively to make deliveries from the
distributor. They are supported by contracts and dedicate vehicles and labor for these
operations (see Figure 5), encompassing:
(1) Routing: This process starts with the confirmation of orders from points of sale. From
there, it defines the routes that are passed on to freight companies and the operational
processing area of the distributor, which generates all the necessary information,
feeding the interfaces to start operations, as well as the TMS. The respective routes
generated and passed on to freight companies must be confirmed within the BT.
(2) Loading: The freight company defines the vehicle to load, first undergoing an
inspection by the distributor (qualifying criteria such as cleanliness, the physical

Order
Confirmed
Qualifiers
Outbound
BT
Transport BT
Freight Company

Routing BT Vehicle release Monitoring Delivery

BT BT

Picking
loading Sales point Figure 5.
Transport flow
Warehouse BT = Blockchain
IJLM condition of the vehicle and especially pre-cooled temperature) before the loading is
32,3 released. This must be registered and confirmed by the distributor within the BT.
(3) Monitoring: As soon as the vehicle leaves the warehouse, the vehicle and delivery
monitoring starts, which is supported by the freight company’s applications and
passed on to the distributor. The freight company provides access to the monitoring
portal, and everyone can follow the route information (where they are) and the
1012 temperatures being applied to the cargo. The monitoring information must be
registered within the BT.
(4) Delivery: The delivery professional, together with the person in charge of the point of
sale, records the temperatures of the delivered products, checks the quantities and
effectively accepts them, generating confirmation of delivery within the BT. If there
are any discrepancies or any products are rejected, they should reject and return the
product and register this within the BT.

Process qualifiers
An essential step in the registration process that underpins the credibility and transparency
of information is the qualifiers of the processes (Table 2). These requirements are product-
quality criteria relating to cold-chain warranty (applied only to products requiring
temperature control) and the shelf-life of the product, and should, therefore, be recorded
within the BT.
The qualifying steps in the receipt of products carried out by the distributor at its
distribution center involve the hygiene and cleanliness conditions of the delivery vehicle, that
is, establishing validity and temperature requirements, and checking for any damage that
may compromise the storage and distribution of the products. All these steps must be
recorded and validated by the suppliers within the BT before the distributor can incorporate
the products into the stock.
Internally, regarding the correct storage of the products concerning the cold chain, the
distributor must make available the internal temperature records of the storage areas and the
products (available in the monitoring and control systems), demonstrating the maintenance
of ideal storage conditions, as well as making available the shelf-life of the products and the
conditions under which they are being loaded. This information must be registered in the BT
and validated by those responsible.
When delivering to points of sale, during the journey, the vehicle of the freight companies
must make available via BT the online records of the temperature of the environments in
which they find the products. Upon delivery, with the validation of the point of sale manager,
the expiration date and the temperature being delivered must be recorded.

Position of customers, suppliers and the freight companies

The BT application alternatives (defined by the distributors’ managers) were presented by
the distributor’s IT director to the franchisors’ managers, suppliers and freight companies’
owners. After this disclosure, the author contacted each manager (of the 10 chosen
companies) to understand the possible ramifications of the suggestions and the possibilities
for the project in their view.
Franchisors. All respondents expressed enthusiasm for the distributor’s initiative,
believing the importance of the tool for the SC. They commented that the intention was to
make the information available to the final consumer, and that they were aware of the
challenges they would face. However, viewing the supplier’s product records up to the point
of sale, with online information, was seen as an advance by them, especially in cold-chain
management.
 Features BT validation
Blockchain for
food service
Warehouse – Receipt distribution
Delivery vehicle quality Clean vehicle, without damage, adequate Distributor
physical structure
The shelf-life of the If the product meets the criteria contracted Provided by the distributor and
product by the FS franchisor validated by the supplier
Product receipt The temperature of the product being Provided by the distributor and 1013
temperature delivered validated by the supplier
Damages Is there any damage to the load? Provided by the distributor and
validated by the supplier
Warehouse – internal control/storage/loading
The temperature of stock Display the internal temperature record Distributor
areas
The temperature of the Display product temperature record Distributor
stocked product
Product loading Collect the temperature being loading the Provided by the distributor and
temperature product validated by the freight company
Vehicle temperature to Collect the temperature of the loading Provided by the distributor and
load (delivery routes) vehicle validated by the freight company
The shelf-life of the loaded Present the product’s shelf-life in the Provided by the distributor and
product contracted standards validated by the freight company
Transportation – delivery
The temperature of truck Transfer the vehicle’s cold-equipment Provided by the freight company
compartments on route record and validated by the monitoring
application
The shelf-life of the Present the product’s shelf-life in the Provided by the freight company
product delivered contracted standards and validated by the point of sale
manager
Product delivery Record of temperature measured by the Provided by the freight company Table 2.
temperature at the point of delivery operator and the person and validated by the point of sale Foodservice (FS)
sale responsible for the point of sale manager distribution qualifiers

They showed interest in the information of the entire upstream chain (suggesting
standardized and more intelligent labels capable of registering information from since the
generation of the raw material), in terms of connectivity between agents and in dealing with
information that would not be online or wrong. For some of these questions, there were
answers already discussed by the distributor’s team, as in the case of connectivity via the BT
platform, but not for others.
Starting with the suppliers’ registrations and validations, the next step would be for them to improve
the information regarding the production processes, including on the labels of the product boxes.
One of the franchisors warned of confidentiality issues (risks of unauthorized access) and
ratified the importance of rigorous protocols. They highlighted that a freight company that
operates for different franchises cannot access information other than the delivery it is
performing, and that once the delivery is finished, it would not be able to re-access it.
Point of sale. Managers wanted deliveries to be more reliable and to improve the qualifying
criteria. They wanted to know the access they would have within the system to view
information, such as product stock and product temperature during transportation. They
also expressed doubts about the validation they must perform at the end of delivery,
regarding not only the quantity but also the temperature of the products. One of the managers
explained that, in many cases, they received a specific product because they needed it, but
IJLM that the temperature measured at the time of delivery was outside the standard advised by
32,3 the franchisor (although, in some cases, within the standard indicated by the manufacturer).
It was observed that many points of sale did not have access to the Internet and computers
at the time of delivery (many deliveries occurred outside regular business hours), and this
could be a complicating factor. However, it was clarified that the validation would usually be
made in the delivery system via the online delivery person’s smartphone.
1014 We have cases in which the product is delivered at dawn, and the employee who receives it does not
access our computers. We also know of some highway stores that have no Internet signal.
Suppliers. A relevant fact for suppliers was that the proposals did not include BT in their
internal processes. Only the order validation data and deliveries were requested. This
proposal was seen, by all respondents, as a facilitator, because, for them, there would be no
interference or adaptations to meet protocols or requirements that would affect them.
However, two suppliers stated that they were already ready for traceability from the entry of
the raw material onward, since much information was already on the label (QR code) of their
product, or they could even adopt the RFID (observing the referred costs).
There were considerations about having to validate the rejection of products made by the
distributor (outside the qualifying criteria) because, according to them, there were cases
where there could be a conditional receipt, for which they would assume the responsibilities if
problems occurred at the point of sale. This possibility was not accepted by the distributor or
ratified by the franchisors. They also claimed that they should have access to all information
(related to their products) available in the BT.
It is difficult for us to accommodate product losses if we cannot see all the information on storage and
deliveries. Thus, after the distributor has accepted the product, our responsibility for delivery at the
point of sales ends.
Regarding connectivity, everyone said they were prepared with compatible systems to
support different connections. However, they signaled that the use of specific platforms for
the BT functionality could be a viable alternative, requiring their attention even for
validations.
Freight companies. The owners recognized the importance of the tool, but with a few
caveats. First, although they considered having the distributor’s validation of the storage and
loading temperatures of the products available an advance, they recognized that there were
some complications regarding (in)correctly taking these temperatures, as they were
influenced by the type of product, the characteristics of the refrigeration equipment and
how the warehouse operator collected the temperature. According to them, this was a weak
point, and it could become a complicating factor when there was a problem with the qualifiers,
as some companies would be punished.
Having the record and the history of the temperatures of the products, available to everyone, is good.
The temperature in the transport change with each delivery that made. This understanding concerns
me and can penalize the freight company.
Second, along similar lines, they warned that the temperature of the truck’s environment
might not reflect the temperature of the product, because the refrigeration equipment had its
operational specificities, and what was recorded (for cold generation) did not reflect the
product temperature. Further, there was the issue of temperature-taking at delivery, which
was influenced by the external environment when the truck container was opened.
Conflicts and doubts raised
Several doubts raised by the distributor’s team meetings were noted by the author. The most
relevant are presented in the following subsections.
 Temperature recording (qualifying criteria) in the cold chain. Due to the characteristics of Blockchain for
the operation, the temperature recording may not be entirely accurate. This is the case for food service
data captured by automated sensors, such as truck equipment, which record the temperature
being generated, as well as the temperature in the compartment, but not in the product. This
distribution
could confuse the participants, cause product returns, leave an open door for complaints
without merit and so forth. The same occurs inside refrigerated warehouses, since the cold-
generation equipment shuts down for defrosting, for example. Using recorders in each
product, or by batch, would not solve the problem either, because in moments like delivery, 1015
hot air enters and tends to generate an unreal record.
What information should be available, and to whom. Several doubts were raised by
participants, all of which would require further investigation, regarding which processes
would be validated and registered in the BT. Concerns were also raised regarding which
records would be only informative (i.e. could not be edited).
Connections and infrastructures between companies and access to the BT. Aspects related
to the loss of connectivity in deliveries and routes were also an area that generated more
doubts. In such cases, they would not have the information online, and it would have to be
downloaded later offline.
Regarding access to the BT platform (this being the solution adopted), it would be via the
Internet, being controlled and restricted according to different permissions (queries or
inputs). Doubts were expressed regarding how all applications that generated information
and confirmations would be accommodated on this platform.
Benefits of implementation. In interviews and the author’s interaction with research
participants, the value most expected by professionals was the maturing of relationships. The
fear of some was that the internalization and defense of their own interests could lead to the
BT being used to pass on problems rather than to solve them or propose improvements.
Despite this, they recognized that the acquired transparency would be important to adjust
conduct and standardize the agents’ posture, since it would be visible via the BT.
The visibility of the cold chain was mentioned by several interviewees, mainly by
franchisors, as one of the greatest benefits. For the point of sale and for the franchisors,
meeting traceability requirements (even partially) would be an improvement.
Freight companies expressed a certain fear of understanding the temperatures captured
by the equipment. However, they also recognized that the cycle was closed, and problems that
may come from suppliers, from storage or from delivery would be more evident.
Registry errors (necessary changes). Incorrect records, especially those that had already
been validated, as in the case of temperature records performed by defective devices, or even
records of incorrect operations, led to doubts being expressed by the team regarding on how
to manage them. Initially, it was suggested that these issues should be corrected in the same
way as was currently done, that is, to evaluate the registration in the BT and to clarify issues
with the SC agents.
Investments. The survey of the necessary investments in infrastructure and software
would be a second stage of the project and would be conducted directly by the IT director.
However, among the team, suppliers and customers, there was a concern regarding how to
combine all the needs on a single platform capable of aggregating each agent, customizing the
usage charge. One of the franchisors mentioned the possibility of having a system capable of
handling information through a database providing an analytical management system,
although this was not further discussed by the project team.
Identification of products (tags, QR, RFID, barcodes). Questions were raised regarding the
implication that the current barcodes were not standardized and did not contain all the
information necessary for total traceability, including the entire history of the supplier. The
respondents commented that it was a question that was difficult to resolve because it
IJLM involved cost directly, and depending on the value of the product, adopting a standard would
32,3 make the supply unfeasible (in the case of using RFID, or even QR codes).
Smart contracts. According to the IT director, this tool would only be formally adopted
when it involved payment transfer transactions. The qualifiers agreed between the agents
would be adopted as an instrument along the lines of the smart contract. His understanding
was that the relationship between the different agents was healthy, positive and
participatory. These factors would be enough for them to comply and adopt BT in their
1016 suggested areas. This line of thought was also followed by suppliers, carriers, franchisors and
points of sale.

Case analysis
The distributor’s reason for adopting BT is commercial in nature, based on differentiating
itself from the competition, not only to retain existing customers but also to win new ones. For
the distributor, technology, in addition to the benefits inherent to its main characteristics of
bringing transparency to transactions and providing a means of tracking products and
obtaining information (Montecchi et al., 2019; Prasad et al., 2018), can constitute a commercial
differential in the SC context (Cichosz et al., 2020; Shahid et al., 2020).
It is necessary to understand that the distributor is a company involved in “full-service,” in
which it incorporates all the supply management needs of its customers. In other words, it
manages the purchase of products, controls the stock to balance it with demand and makes
deliveries to each customer’s point of sale. It has a large proportion of the SC agents directly
related to its processes, which favors the integration of BT and defining where to apply it. In
this case, the relationships and integration considered necessary in the application of BT
(Kumar et al., 2020; Tsolakis et al., 2020) are already established.
As shown in Figure 2, relating to how BT processes could be applied to the distributor, it is
clear there is a pre-definition of the companies involved in each stage. Although BT is an open
and transparent instrument (Bumblauskas et al., 2020; Li et al., 2018), the case illustrates that
in the technology applied to private companies, the tendency is to have access restrictions.
Companies would be limited to providing, validating or obtaining information (Casey and
Wong, 2017; Min, 2019).
The study embraced the concept of using validation logic only from the initial stages of the
processes. In other words, the development team worked on BT application only on key
processes (orders, warehouse and transport), defining where the technology would be applied
and what would be obtained from it. For example, order processing would only be validated
via BT when it could not be changed further (both the order from the point of sale and the
order sent to the supplier). In this case, BT’s focus would be recording data and information
that validate operations and qualifying criteria (characterized by storage and transport
operations). Therefore, the aim is to generate credibility and strengthen reliability in
traceability, using technology for this purpose (Duan et al., 2020; Mondal et al., 2019).
In storage and transport, data capture equipment (fixed readers for storage and vehicle
temperatures, and mobile data and temperature readers for products in the warehouse or in
vehicles) is the main validator of information for traceability and food safety; therefore, BT’s
integration and functionality are mandatory (Rajamanickan, 2019; Treiblmaier, 2018). On the
other hand, these are the areas that generate the most significant doubt among SC agents,
mainly regarding failures and possible distorted interpretations of the captured data
(Tsolakis et al., 2020; Zalan, 2018). These questions call into question the ability to generate
credibility in the SC and guarantee food safety (Duan et al., 2020; Prashar et al., 2020).
Regarding traceability and ensuring food safety, one of the study’s main contributions
concerns the incorporation of qualifiers into the project. These qualifiers, related to the
product flow, are understood through the instruments that define the standards established
to guarantee the security intended in the SC. They require the validation of SC agents, which Blockchain for
allows the product to proceed to the next process. Consequently, they are responsible for food service
ensuring the quality expected by the SC. However, the so-called qualifying records of the
infrastructure (warehouses and trucks) are dependent on the equipment that generates the
distribution
cold or captures the temperature at a specific point. In this case, they are subject to variables
that are not always controlled, which may or may not affect the product’s quality. In this case,
traceability would be guaranteed, but validation is subject to the assessment and
interpretations of those involved. Such cases have also been cited in studies on the 1017
integrity of food (Ling and Wahab, 2020), the analysis of different case studies (Patelli and
Mandrioli, 2020) and traceability in agriculture (Demestichas et al., 2020). However, all of them
lack analysis on the interceptions to which the data are subject.
The team proposed using BT platforms with applications directed toward SC agents
capable of integrating the captured information (Keohler and Pizzol, 2020). This would enable
staggering the stages of development and the companies’ entry (Vivaldini, 2020). Some
questions about such platforms raised in prior studies (Gonczol et al., 2020; Hew et al., 2020;
Shahid et al., 2020; Tsolakis et al., 2020) include:
(1) Do platform developers have solutions capable of meeting FS distribution
requirements?
(2) How many customizations would be needed? How much would it cost?
(3) How much would maintenance cost?
(4) How would they integrate with applications and data capture tools present in
different locations and SC agents?
The studied case presents companies and their professionals already aligned with the
interests of the SC. This alignment could lead to their indifference regarding the application of
smart contracts (De Giovanni, 2020; Montecchi et al., 2019), although the present study did not
find any evidence that this would be an impediment to the use of BT. However, the validation
of qualifying rules imposed in the processes and validated in BT constitutes an indirect way
of accepting contracts (Sternberg et al., 2020; Tan et al., 2020). Despite the informality
witnessed in the present study, several other studies have in contrast noted formality
(Colicchia et al., 2019; Wang et al., 2019). The proposed application of BT according to the flow
of the distributor’s processes confirms the possibility of smart contracts being applied since
they control the flow of transactions at each stage of the processes (Dolgui et al., 2020; Zhang,
2019). The formalization of the smart contract in the case studied, incorporating the
validation of qualifiers, can be seen as an instrument capable of mitigating many risks.
Consequently, this favors the desired food safety (Kayikci et al., 2020; Min, 2019).
Complementing the case analysis, Table 3 contextualizes relevant points pertaining to BT-
SC theory and the studied case.

Discussion and conclusions

In the case studied, where the distributor is responsible for managing the supply of the point
of sale under the command of the franchisor that hires him, the coordination (distributor), the
integration of the chain (franchisor), the sharing of information (franchisor, distributor and
supplier) and the organizations involved in transportation (distributor and freight
companies) have been examined. According to a study by Shashi et al. (2018), these
conditions favor the implementation of BT. The right relationships and trust existing among
the agents were perceived, which is why they did not see the need for smart contracts (George
et al., 2019; Min, 2019), as they believed that everyone would respect the imposed rules. This
IJLM Theory
32,3
Integration of participants through
BT platforms
Solutions available in the SC for
different processes, offering
modularity, integration of other
1018 technologies (such as RFID, IoT,
readers, and sensors) and access
control to SC agents
Use and combination with other
technologies
BT allows the capture of data from
different applications and
fundamental instruments to
control production processes and
quality, especially in the food
sector
Application of smart contracts
This is used to define the rules
applied in technology interaction
with the capture of data and
information. Permissions through
pre-defined rules or formally
accepted
Validation of information
Each process defined within BT
generates records validated by the
companies involved. This
guarantees traceability and
reliability in processes and
products
Table 3.
Relevant points
pertaining to BT-SC
theory and the
studied case
Authors
Prasad et al. (2018), Calatayud
et al. (2019), George et al. (2019),
Wang et al. (2019), Ganbold et al.
(2020), Gonczol et al. (2020), Hew
et al. (2020), Keohler and Pizzol
(2020), Ramirez et al. (2020),
Vivaldini (2020)
Bucovetchi (2018), Treiblmaier
(2018), Zalan (2018), Birkel and
Hartmann (2019), Mondal
et al.(2019), Rajamanickam (2019),
Tsolakis et al. (2020), Vivaldini
(2020)
Abeyratne and Monfared (2016),
Casey and Wong (2017), Min
(2019), Casino et al. (2020), Qian
et al. (2020), Stenberg et al. (2020)
Mondal et al. (2019), Montecchi
et al. (2019), Bumblauskas et al.
(2020), Duan et al. (2020), Feng
et al. (2020), Hao et al. (2020),
Keohler and Pizzol (2020)
Case study
The use of platforms to integrate
agents was considered, allowing
access (controlled) to generate,
consult and validate the
information. Many doubts arose:
the adequacy and modularities for
food distribution, the existing
options and their limited use in the
market, types of customizations
and the costs of implementation
and maintenance
Most of the equipment for
capturing information related to
the cold chain (temperature
readers in warehouses and trucks
and smartphone-based delivery
applications) were already used by
companies and trucks. Further, the
main software already used (ERP,
WMS and TMS) could be
integrated into the platforms
Smart contracts would be created
by accepting the qualifying
criteria that guarantee processes
aimed at food safety (terms
practiced by the chain). As for the
understanding of the companies
involved, this formalization would
not be necessary for BT’s
implementation due to the existing
trust
BT-based records are made at each
stage of the process. Some become
information available to the SC,
and others need validation from
the responsible companies. For
example, the temperature of a
product on delivery to the
distributor’s warehouse must be
validated by the distributor and
the supplier, as this is a
qualification criterion of
paramount importance for
traceability and food safety
(continued )
Theory
Investments as a limitation for BT
implementation
The need, especially in the food
segment, for devices and
applications to capture
information, in addition to BT’s
implementation and maintenance
costs, appears to be the deciding
factor in its adoption
Food traceability and safety
Traceability through BT is created
when applied to the chain’s
different processes, for which
registration of the variables
related to the product, storage and
distribution can be evidenced.
Therefore, BT’s validation of
processes (obeying pre-established
criteria) offers better food safety to
the consumer. Further, through
specific labels and applications,
consumers can access this
information
Authors
Hokey (2019), Kumar and
Anbanandam (2019), Cichosz et al.
(2020), Longo et al. (2020), Queiroz
et al. (2020), Patelli and Mandrioli
(2020), Wong et al. (2020b),
Stranieri et al. (2021)
Dobrovnik et al. (2018), Francisco
and Swanson (2018), Garay-
Rondero et al. (2019), George et al.
(2019b), Morkunas et al. (2019),
Behnke and Janssen (2020), Duan
et al. (2020), Hao et al. (2020), Hew
et al. (2020), Kshetri (2019), Ling
and Wahab (2020), Prashar et al.
(2020), Zhang et al. (2020)
Case study
Blockchain for
food service
For the interviewees, the distribution
investment issue was not seen as
an impediment to the adoption of
BT. They considered that most of
those involved in the SC already
have the technology to capture and 1019
record information related to food
safety processes. The companies’
concern was to evaluate the cost of
services for the platforms and how
this would be prorated or charged
to those involved
In the FS distribution processes,
the study maps where BT can be
applied. It demonstrates where the
registration of transactions and
information occurs and defines the
qualifying points that guarantee
traceability and the desired food
safety. Regarding the data
collected, it is worth remembering
that questions arose in the
interviews regarding the possible
interferences or interpretations
capable of distorting the
information Table 3.

factor, restricted to the case, signals that, in a well-coordinated SC marked by excellent

relationships between partners, using smart contracts in the adoption of BT may not be
necessary.
The group intended to adopt integrative platforms available on the market (Francisco and
Swanson, 2018; Morkunas et al., 2019; Prasad et al., 2018; Tribis et al., 2018). However, there
was a concern with the integration and connection of the different software used by them,
mainly the temperature-capture and monitoring software, and with the organization of
information and layout and presentation to users of the platform (customizations). Therefore,
the case leaves doubts regarding the possible applications and features available on the
platforms offered by the market, even though they were not the object of the project
developed by the distributor, since, if adopted, they would be the main link between the
agents.
Consensus appeared to emerge among those surveyed (aligned with the theory) regarding
the improvement of the operation, especially concerning the reliability of information, agility
and transparency, contributing to the visibility of the cold chain and greater food safety
(Kshetri, 2019; Prashar et al., 2020). These points are considered to be the main motivators for
the adoption of BT, regardless of the doubts and fears pointed out by the interviewees
because they understood, as cited by Neal (2019), that meeting these requirements was not a
simple task, but that BT is a tool that offers the possibility to achieve this (Duan et al., 2020).
In the theoretical discussions regarding the implementation of BT-SC, investment in
infrastructure and software (Zalan, 2018) is seen as a possible complicator (Cichosz et al.,
2020). In this case study, this issue was not presented as an impediment to the project. Most of
the systems for capturing and generating information were already installed and working, as
IJLM in the case of WMS, TMS, temperature sensors for refrigerated chambers, monitoring of
32,3 routes and the cold compartments of trucks. The distributor’s downstream flow had the tools
to capture the information for expected traceability (Calatayud et al., 2019; Francisco and
Swanson, 2018; Wang et al., 2019). In the upstream flow, not all respondents reported being
prepared. Regardless of this fact, they demonstrated commitment to the project, in relation to
the management of the cold chain and the food safety of the SC, signaling the importance of
investing if necessary (Mondal et al., 2019; Shashi et al., 2018).
1020 The validation of information through BT (Francisco and Swanson, 2018; Montecchi et al.,
2019) was cited by all participants as a differential attribute of the tool, affording it the
required reliability. In the discussions and presentation of the studied project, the participants
understood that the validation must be done only by those who must certify the information,
such as the receipt of a product within the pre-defined quality criteria, which would be
validated by the warehouse (which received it) and by the supplier (which guaranteed the
qualifiers).
The exposure that BT would give to the qualifying criteria was the most apparent concern
among the participants. With the information made available to all agents, the interviewees
demonstrated, despite understanding their responsibilities, a specific concern with erroneous
interpretations and criteria used, especially in temperature records. Situations like these
highlight possible inconsistencies that BT projects in the food field will be subject to
(Bumblauskas et al., 2020; Duan et al., 2020; Ling and Wahab, 2020).

Academic contributions
A case that discusses BT in the distribution processes in FS offers academics and managers
much information and is capable of fostering different ideas on the subject. For example, how
the project was carried out (with a manager leading and guiding the team, with open
discussions with different functional areas of the company, seeking the consensus of the
leading managers in monthly meetings) is a BT-project-development approach that can be
questioned regarding whether it would be applicable to other types of organization.
Considering the importance of FS and cold chain food operations, this research presents
scholars and managers with the possibilities that BT can offer to improve quality, traceability
and food safety. Thus, this study has not only academic but also practical value. The
organization of operational flows illustrating where BT can be applied, as well as
understanding of the points that serve as qualifiers in these processes, helps show that BT
does not need to be present in all processes.
The research was also able to establish that, in projects of this nature, the vision of what is
operational (an activity being performed and registered) and of what is a qualifier (an
established criterion being fulfilled) is relatively important. This is because the expected
result of BT adoption is that it ensures, demonstrates and organizes for all participants that
the product was qualified throughout the distribution, with the processes performed being
essential, but this can be considered a secondary part of the tool, as they are supported by
already functioning applications and software.
The respondents’ doubts presented in this study represent issues that have not always
been foreseen or discussed in previous studies or project proposals. They originated from the
interests of the agents involved; they arose for technical reasons (inherent to the processes),
reflecting the fact that it was not always possible to offer or reflect the precision required by
the registration of information. In other words, a record is a just number, and any data
captured may have interferences capable of distorting reality.
Consequently, the study suggests, within the limitations of a case study, the following
propositions to guide future research:
 (1) P1: In the SC, BT will tend to be private, with solutions proposed by commercial Blockchain for
platforms and adapted to companies’ processes. Managers expect to work with private food service
BT through commercial platforms. They believe in finding solutions capable of
responding to the necessary integration of different processes and agents. However,
distribution
the project studied considered BT application in existing processes, regardless of
what was already offered by commercial platforms. This signals that the adaptation
of companies to platforms will face obstacles. In other words, platforms will have to
adapt and work based on different customizations according to each client. The 1021
reason for this is that changing consolidated processes can put operations at risk.
(2) P2: Smart contracts, applied to SC operations, will be an instrument to formalize the
qualifiers of processes previously agreed by SC agents. The smart contract is cited as a
BT instrument, and, conceptually, it should be present in operations based on this
technology. On the other hand, in the case studied, it was not understood as a formal
instrument, but was present in the qualifying criteria accepted by SC agents. This
aspect signals that it is not always necessary to formalize a smart contract to adopt
BT if the criteria are already accepted in the SC.
(3) P3: Investments in technology to capture information in BT from the SC will not always
impede implementation. The question regarding whether the high cost of the
necessary technology capable of generating and providing BT with the relevant
information can impede implementation is a valid one. However, the case studied
showed that many of these needs might already be met within the current operations,
requiring only the means to connect them with BT. This statement is only valid when
analyzing each case individually and is limited to the BT application’s desired scope.
(4) P4: The use of BT in FS, aligned with operational processes, favors traceability.
Traceability appears as the main reason for the adoption of BT in FS. This technology
can provide transparency for SC agents regarding the condition of the products. The
case presented suggests that, to obtain traceability, it is necessary to define BT in
terms of operational processes and product qualification mechanisms. Also, the
instruments for capturing data and information must be present in the logistical flow
of the SC. Therefore, although traceability is a significant motivator for BT, it is
dependent on operational processes.
(5) P5: BT is a complementary SC tool that contributes to, but does not guarantee, food
safety in FS. BT, based on the case studied, appears as a registration and information
tool for different SC agents. This is a positive attribute of the technology. However, it
will also highlight negative aspects in the operations capable of exposing those
responsible. This will undoubtedly tend to generate a greater commitment to
qualifying criteria, leading to improved food safety. On the other hand, many criteria
and issues detailed in the studied case appear as weaknesses, as they are subject to
misinterpretation or the incorrect collection of information.

Practical implications
The description of a real case concerning the possibilities of BT-SC can guide many
managers, serving as an example and fostering ideas on how to conduct projects of this
nature. The method adopted by the company, the description of flows and the role of
qualifiers in BT are practical examples and can be replicated by other organizations that wish
to implement BT in their SC.
The description of the managers’ fears and doubts, as well as where conflicts may occur,
as in the issues of interpretations and failures in the records, illustrates situations that should
IJLM be on managers’ agendas. Questions were posed that will require technical solutions, such as
32,3 offline information handling, the respective software needed to support the operation that
needs to be connected to the BT and the validators that guide the quality criteria and must be
registered. This discussion is directly related to the practice of distribution in FS and cold-
chain management, combined with the demands necessary to meet the requirements of BT.

1022 Limitations
Restricted to the case (the distributor and the other agents surveyed), the findings of this
study are necessarily limited, and any generalizations must be made with care. However,
these limitations should not restrict the examples and suggestions presented only to this
business segment, since they can be replicated in other types of business.
The issues of BT platforms, their applications and the cost were not addressed, which
represent areas that require further research. Also, conflicts between, and the individual
interests of, the agents regarding the tool were not discussed in depth, as the SC proved to be
well integrated around the distributor, respecting the rules and interests imposed by the
franchisors.

Final considerations
The field study underscores the importance of the relationships in an integrated and
articulated chain between agents for the implementation of BT. It also signals the lack of
functional applications for commercial platforms, as its functionality generates many doubts
for those who intend to implement the tool. The method used by the organization studied is a
possible example for replication, but is open to many questions. In theoretical studies,
investments in infrastructure have been pointed out as a complicating factor for the adoption
of BT-SC; it was not seen, however, in this way by the respondents since the organizations
already had many elements necessary to collect and connect the information.
On the other hand, what has been pointed out as BT’s strong point, which is the validation
of users, was a questioned point, and seen as relevant only for those who directly participated
in the generation of the processes or information, as the others could only use the information.
Further, the research raises the question of what is procedural and what is qualifying in
relation to BT projects.

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IJLM Appendix
32,3
Activity
1. Theoretical research, problem
1028 formulation and research
propositions
2. Find case (companies) with
application in BT-SC
3. Contacts
4. Preliminary understanding
5. Understand the company: the
operation and design
6. Collection of the necessary
information: customers, no. of
employees, branches, suppliers,
SKUs’ quantity, product types,
warehouse and shipping types,
competitors, etc.
7. Intent and alignment of the
research
8. Restrictions imposed
9. Research on the
implementation project of the
BT-meetings of the development
group
10. Collection of information,
secondary data and clarifications
11. Interviews with external
agents
12. Organization of collected
material
13. Understanding of the
collected material
Table A1.
Research Protocol
Action Period
Search for material and writing March–May 2019
Interaction with the Brazilian Food- June 2019 (telephone contact
Service Association (IFB) – Brazil on June 06)
Twelve (12) companies contacted, one (1) June 2019 (visit to the IFB on
company (food-service distributor) June 27)
selected
Carried out with the company’s director July 2019 (telephone contact
of information technology on July 02)
Meeting with the director of information July 2019 (visit the distributor
technology on July 16)
Face-to-face visit to an operational unit July 27, 2019
and area managers
Meeting with the director of information July 29, 2019
technology
Do not disclose the names of companies, July 29, 2019
people and real business data
Participation, as a listener, in the August-November 2019
monthly meeting of the group 4 meetings
participating in the project (the August 30
researcher observes, makes notes, September 27
questions if necessary) October 25
November 29
(1) Performed through interaction with August–November 2019
the participants (information obtained during
(2) The researcher obtained some the 4 meetings and calls to
operational flow maps that was managers on September 9 and
used to discuss the theme and October 16)
followed the operational flow to
map the delivery processes to the
point of sale
(1) Formulation of questions November–December 2019
(2) Interviews November 13
(3) Return (when necessary) December 20
Transcription and selection of the November–December 2019
research material (call to the quality manager–
December 6)
Focus and select question-related November–January 2019
information and research objective
(continued )
Activity Action Period
Blockchain for
food service
14. Structuring of the material Formulate the sequence of information, December–January 2019 distribution
create flows and means for
understanding the application of the
blockchain
15. Preliminary analysis of Analysis of information, construction of December–January 2020
material and writing flows, tables and understanding of the 1029
case
16. Contact to clarify questions The researcher maintained telephone December 2019–April 2020
contact with the IT director and supply December 20
manager to clarify doubts January 13
17. Final analysis Theoretical analysis and final writing January–March 2020
18. Study review Final review Abril-May 2020 Table A1.

Corresponding author
Mauro Vivaldini can be contacted at: mavivald@gmail.com

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