I soggetti dell’agroalimentare
L’evoluzione dell’agro-alimentare
Danone – Grameen: “saving the world with
a cup of yogurt”
• Shoktidoi is made from milk produced by local
farmers, who bring it to the company on foot or on
bicycle rickshaws.
• The finished product is delivered to small shops
within about a 20-mile radius of the plant or is sold
door-to-door by local women called "Grameen
Ladies," who receive a commission of a little over a
penny on each container sold.
Overcoming technical barriers
• Scientists at Danone's research and design center struggled to
find a recipe that would be inexpensive to produce and meet
basic nutritional requirements, but still have a pleasant flavor
and texture.
• Some early Shoktidoi prototypes were too runny or grainy, or
had a faint taste of iron.
• The final version has a consistency resembling other Danone
yogurts sold worldwide and is sweetened with sugar and
syrup from locally grown date palms.
Overcoming social and cultural barriers
• Developing a reliable milk supply also was a challenge. Most
local farmers were too poor to buy feed that could boost their
cows' milk production, so Grameen Danone has helped them
obtain microloans from Yunus' Grameen Bank.
• The company also has helped farmers organize cooperatives
to set up refrigerated collection centers where they can
deliver milk.
• Even recruiting Grameen Ladies proved difficult, because
Bangladeshis traditionally assume people who go door to
door are beggars.
• To remove the stigma against Grameen Ladies, the company
launched a public information campaign in neighboring
villages
La distribuzione
Tipologie di distribuzione
• Ingrosso: vendita ad altre
imprese
• Dettaglio: vendita ai consumatori
finali
Il ruolo del grossista
A
B
C
D
grossista
1
2
3
4
5
6
Tendenze recenti
• Diminuzione di peso dei mercati all’ingrosso
• Multinazionalizzazione
• Emergere di grossisti specializzati coordinati
verticalmente
Le forme aziendali della distribuzione
al dettaglio
• Indipendenti
• Distribuzione organizzata
• Grande distribuzione
Cosa cambia con la grande
distribuzione: consumi
Confezionati e trasformati
Surgelati
Freschi
Quarta gamma
Quinta gamma
Cosa cambia con la GDO: procurement
• Diminuzione degli acquisti sugli ‘spot markets’
(es mercati all’ingrosso o broker)
• Affermazione dei “sistemi di
approvvigionamento moderni”
Moderni sistemi di
approvvigionamento
• Dall’assenza di standards (o da standard
pubblici) a standard privati
• Uso di meccanismi di coordinamento
verticale: contratti espliciti o impliciti
– Liste di fornitori preferenziali
– Legame tra fornitura, credito, altri servizi
• Centralizzazione degli approvvigionamenti
Tipologie di impresa
• Grande Distribuzione (GD),
– costituita da catene di punti vendita facenti capo ad
un’unica impresa o gruppo societario di imprese (le
c.d. imprese a succursali)
• Distribuzione Organizzata (DO),
– comprende catene di punti vendita facenti capo a
soggetti imprenditoriali giuridicamente distinti
(generalmente società di piccola o media dimensione),
ma legati da un rapporto di collaborazione volontaria,
formalizzato mediante vincoli contrattuali e/o formule
associative quali consorzi, unioni volontarie,
cooperative di consumo
Come si sviluppa la GDO
• the use of distribution centers and warehouse networks to
achieve economies of coordination and scale;
• supply chain coordination via explicit and implicit contracts;
• private standards of quality and safety;
• the use of modern firms to coordinate intermediation, such
as dedicated/specialized wholesalers (who contract with
retail chains downstream and with farmers or traders
upstream) and modern logistics firms, which were
elements of a transformed wholesale and logistics sector.
Fattori che influenzano l’evoluzione
della GDO
• the ability of the traditional wholesale system to meet
procurement officer objectives without the chain having to
resort to costly investments in an alternative system;
• the need to reduce costs of procurement by saving on
inputs, in this case purchase product costs and transaction
costs with suppliers (with this need driven by competition
on costs and by the price sensitivity of target consumers);
• the need for consistent quality of intermediate inputs [to
produce quality outputs or to produce commodity outputs
at lower cost by having consistent quality inputs to reduce
processing costs,
• And the financial and managerial capacity of the company
to make these investments, favoring larger companies.
Wal Mart in Punjab
• Walmart supplies about 140 stores in the region through its joint-venture
partner, Bharti Retail, and wants to expand nationally.
• To do that, it must turn its small network of 800 farmers, half of them in
Malerkotla, into a reliable, efficient supply chain of 35,000 farmers by the
end of 2015.
• Walmart agronomists are working with Malerkotla’s vegetable farmers to
improve yields with basic techniques like soil testing and germinating
seedlings in trays.
• They have also reduced costs by using Walmart-negotiated discounts for
seeds and pesticides.
• Walmart set up village collection centers to shorten travel time, uses
digital scales to ensure fair weights and replaced burlap bags with plastic
crates to minimize waste and damage in transit.
Fruits and vegetables in Kenia
• In the mid 1980’s focus on quality and compliance
with European regulation
• Closer relationships with UK importers and African
exporters
• reduction of suppliers and giving them more
responsibility
• Reduction of number of farms participating 
concentration in the agricultural sector
Senegal
• The export of FFV from Senegal to the EU has
increased considerably during the past decade.
• Initially export was based mostly on contracts with
farming households.
• However, owing to increasingly stringent food
standards, the VC system is changing in the past
couple of years toward fully integrated production on
agroindustrial holdings.
Es. CoopItalia
• 150 cooperative di consumatori, di cui
– 9 grandi cooperative
– 14 medie cooperative
– 100 piccole cooperative
• CoopItalia, consorzio tra tutte le cooperative
coop
Funzioni di CoopItalia
• Contratta le condizioni del Contratto Nazionale
– Listini, sconti, contributi promozionali, tempi e
modalità di pagamento
– Definizione del ‘contributo decentrato’, ovvero
l’impegno della cooperativa associata
• Gestisce i prodotti a marca d’insegna (private
label)
– Fornitori, standard, capitolati produttivi, politiche
d’acquisto, ampiezza e profondità delle singole
cooperative
• Promozione dell’insegna
Rapporti con i fornitori
• Il buyer power
“...l’abilità di un acquirente di ridurre il prezzo da
pagare a un fornitore o di indurlo a offrire
condizioni non di prezzo più favorevoli”
Come si genera il buyer power?
•
•
•
•
Acquirente
Concorrente (attraverso le private label)
“Venditore” degli spazi a scaffale
Controllore degli accessi (il c.d. “gate keeper”)
al principale canale distributivo
Uso del buyer power
• Condizioni economiche di acquisto più
vantaggiose
• Clausole non di prezzo
– Clausole di favore rispetto ad altri acquirenti
– Trasferimento di rischi commerciali
– Interruzione del rapporto di fornitura (?)
– Ritardo nei pagamenti, assenza di contratti scritti
ecc.
• Trade spending
Trade spending
Il trade spending si riferisce a tutta quella
famiglia di pratiche commerciali che implicano il
pagamento, da parte del fornitore, di contributi
al fornitore volti a supportare, promuovere, o
semplicemente vendere i propri prodotti
Voci di sconto
• Sconti incondizionati
• Sconti condizionati (fine anno, logistici, premi
finanziari, per acquisto di combinazioni di
prodotti, riduzione prezzo)
Contribuzione (trade spending)
•
•
•
•
•
•
•
•
•
Promo pubblicitari
Esposizione preferenziale
Gestione dell’assortimento
Contributo di accesso
Inserimento nel listino
Co-marketing
Anniversari, fiere, manifestazioni ed eventi
Altri servizi promozionali
Servizi di centrale
Marchio del distributore
La politica di marchio privato
• Identificazione dei segmenti più interessanti
• Predisposizione di standard qualitativi e
relativi controlli
• Accordi con imprese per la produzione in
conto terzi
• Identificazione della fascia di prezzo
competitiva
Aspetti della performance
A theory of global value chain
governance
• Why, along with integration of markets, there
is an increasing fragmentation of production
processes?
• How coordination of dispersed segments
occurs?
• What are the drivers that shape new
configurations?
• Is fragmentation reversible?
Variables relevant for governance
• Complexity
• Codifiability
• Supplier capability
Complexity
Processes
Vineyard
Vine
Grape
Fermentation
Maturation
Conservation
Operations
Agricultural
operations
Harvesting
Transportation
Cellar operations
Non human factors
Soil
Wheather
conditions
Agricultural
technologies
Cellar technologies
Quality
characteristic
Alcohol
Flavour
Colour
Organic /
conventional
Codifiability
Codified
knowledge
Tacit
knowledge
Codifiability
•
•
•
•
Definition of criteria
Definition of rules
Measurement tools
Control procedures
Capacity
•
•
•
•
Know how
Size (economies of scale)
Investments
Risk
A life–cycle of standards
New
differentiation
criteria
Generalization
Consolidation
and learning
New standard
Implementation
Fine della lezione
http://www.bbc.co.uk/news/wor
ld-africa-15930981