Mais conteúdo relacionado Semelhante a Supply Chain Management (20) Mais de Asian Food Regulation Information Service (20) Supply Chain Management1. Stefano Crea
Bangkok, May 23rd 2013
© DNV Business Assurance. All rights reserved.
Supply Chain Management: Tools for
improvement or barriers to trade?
World of Food Safety
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Supply Chain Management: Tools for improvement or barriers to trade?
Bangkok, May 23rd 2013
Content
How can we ensure a sustainable supply
chain, where food production is responsibly
carried out while resulting in safe food?
What are main supply chain operators and
food suppliers’ concerns, issues, attitudes
and perceptions on food safety?
What is the level of trust along the supply
chain?
Are the food safety certification practices
and systems currently used a tool for
improvement or as a barrier?
How to find the balance between the highest
food safety standards and fulfilling growing
demand?
2
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Supply Chain Management: Tools for improvement or barriers to trade?
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About DNV
Purpose: to safeguard life, property and the
environment
Independent foundation created in 1864
Over 10,400 employees working from 300 offices in
100 countries providing:
Assessment, Certification, Assurance, Training
and Advisory services
DNV assists organisations in a wide range of
sectors to identify, assess, manage and
communicate on risk and sustainability
In particular, DNV works with food and beverage
companies to manage risk throughout the entire
value chain, addressing consumer concerns on
food safety, production methods, packaging, carbon
and water footprint and ethical performance.
Improve safety
Navigate corporate responsibility
Combat climate change
Enhance performance
Build trust and confidence
3
Build and share knowledge
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Population growth Urbanisation
GLOBAL MACRO TRENDS
Sustainability
complexity risk need for trust
Globalisation Energy securityConsumption
patterns
Global Macro Trends
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POPULATION GROWTH
biggest in less developed nations
climate impact on food production
global food supply 2X or 3X by 2050
The problem of agriculture feeding a
burgeoning population is not science, but rather
political stability, transportation and distribution.
7 BILLION PEOPLE
9 BILLION BY 2050
Population Growth
economically motivated adulteration
resources: One only planet, not 2 or 3
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regional micro economies
regulation / compliance
demand for standardization
GLOBALISATION
while providing more opportunities for
developing countries, the globalization
process is also posing enormous risks
CHINA
INDIA
£
$
Globalisation
new pathogens/detection techniques
global food system complexity
commoditization
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NEW CONSUMPTION PATTERNS
the social society
instant information exchange
sustainability in mature economies
cellular phones sold
money spent on videogames
internet users in the world
blog posts written
emails sent
tweets sent
google searches
New Consumption Patterns
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new “norms” and lifestyles
URBANISATION
2x faster than population
green buildings (LEED)
50% OF THE WORLD
LIVES IN CITIES
Urbanisation
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9
Perception on Food Safety
Customers Survey – January 2013
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Sample – 500+ Professionals from food industry
75
%
6%
6%
13
%
FOOD PROCESSING
AGRICOLTURE/ FARMING/
HUNTING/ FISHING
PACKAGING
OTHER
22
%
60
%
34
%
20
%
31
%
First tier transformer
(producer of ingredients or semi-
manufactured products)
Second tier transformer
(producer of final products)
Up to 5
Between 6 and 15
More than 15
“How many ingredients are used in
your manufacturing process?”
“What is the role of your company in
the food chain?”
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Regulatory
35%
Main Risk Areas
AREAS
10 20 30 40 50% 60
Financial
38%
54Quality %
63Food Safety %
Environment
29%
10 Community Impact%
Ethical8%
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Actions Undertaken for Each Risk Area
Food SafetyEnvironmentTotal Quality Regulatory
Suppliers audit/assessment
Avoid specific
suppliers/categories/geographies of
origin
Certification from an
independent 3rd party
Emergency preparedness, including
product recall procedure
Supplier risk assessment
Cooperation in development
of critical supplier
Supplier diversification
Risk transfer
94
93
93
90 90 87
87
90
87
83
87
81
80
90
90
88
88
87
84
91
83
87
89
86
80
80
80
87
88
87
87
86
86
85
82
88
91
88
86
84
% % % % %
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Internal policy
47%
Reasons for Taking Action
ACTIONS
30 35 40 45 50%
52Needs/requests from customers
%
47Competition/differentiation
%
39Consumer/public opinion
%
36Regulation
%
29 Economic%
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Effectiveness of Actions Taken
> 156 - 15Total
Avoid specific
suppliers/categories/geographies of
origin
Supplier risk assessment
Cooperation in development of
critical supplier
Supplier diversification
Risk transfer
3.81
3.43
3.603.54
3.55
3.71
3.78
3.71
3.49
3.05
3.87
3.53
3.57
3.72
3.71
3.73
3.53
3.06
3.78
3.65
3.46
2.90
3.66
3.63
Suppliers audit/assessment
Certification from an
independent 3rd party
Emergency preparedness, including
product recall procedure
250 +Up to 249
3.87
3.63
3.483.58
3.49
3.62
3.60
3.61
3.55
3.07
3.68
3.81
3.5
3.03
3.84
3.8
1 – 5
3.46
3.63
3.70
3.80
3.85
3.57
3.10
3.80
# OF INGREDIENTS # OF EMPLOYEES
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55Food Safety %
50Financial %
Main Risk Areas Next 3 Years
59North America
35 40 45 50 55 60
Europe 55
Central/South America 49
Asia 59
Europe 50
North America 56
Central/South America 43
Asia 51
Europe 48
North America 50
Central/South America 40
Asia 48
%
Quality
47%
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16
Food Supply Chain Management
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Food Supply Chain - Main issues and challenges
Additional issues for Food Industry
- seasonal primary production, prone to high
variability
- geography
- quality
- quantity
- food safety
The resulting supply chains are typically
accompanied by
- additional costs for oversight, logistics, pipeline
inventory and quality management;
- heightened vulnerability and greater supply
risks stemming from potential supply
disruptions, lack of accountability, lower
visibility and quality failures
- issues concerning global financing and funds
transfer; and
- lower responsiveness due to longer lead times.
17
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Effective Supply Chain Management
Supply Chain Management is a complex process deeply affecting the
company’s capability to compete on the market
- Strategic issues, such as
- Strategic partnership with suppliers, distributors, and customers
- Information Technology infrastructure, to support supply chain operations
- Where-to-make and what-to-make-or-buy decisions
- Tactical issues, such as
- Sourcing contracts and other purchasing decisions.
- Inventory decisions, including quantity, location, and quality of inventory.
- Transportation strategy, including frequency, routes, and contracting.
- Operational issues, such as
- Demand planning and forecasting, coordinating the demand forecast of all customers and
sharing the forecast with all suppliers.
- Sourcing planning, including current inventory and forecast demand, in collaboration with all
suppliers.
- Inbound operations, including transportation from suppliers and receiving inventory.
- Order promising, accounting for all constraints in the supply chain, including all suppliers,
manufacturing facilities, distribution centres, and other customers.
18
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Supply Chain Management: Tools for improvement or barriers to trade?
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What challenges will I face?
1919
How do current
practices
compare to the
best in industry
and
competitors?
To what extent will
disruption of your
supplier’s
operations impact
on your own
operations?
What risks are associated with the products and services provided by your suppliers?
How can your
approach to
Supply Chain
Management be
improved? How do you
communicate with
Stakeholders on
Supply Chain
issues?
What are the
strengths and
weaknesses of your
current Supply
Chain Management
processes and
practices?
What suppliers are
associated with the
highest level of risk
in your supply
chain?
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Supply Chain Management: Tools for improvement or barriers to trade?
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Supply Chain Management
Considering also the relevant legal
responsibility, two main methods to ensure
supply chain control:
- Second Party Audits
- Specifically tailored to customer’s needs
- Resources can be consuming both for customer and
supplier
- Redundancy and risk of conflicting requirements
- Third Party Audits
- Reliability depending on standard, protocol and
certification body
- Redundancy and risk of conflicting requirements
20
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(Tailored) 2nd party Supplier Audits
Determine Supply Chain (boundaries)
Define the scope (e.g. Food Safety, Quality,
Environment, Occupational Health and
Safety, Ethical, etc.)
Define the standards (international
standards, customer requirements, etc. )
Specific company/customer requirements
as possible add-ons
Define auditor competence
Set/train/calibrate dedicated team of
auditors
Audit Approach/Audit Trails
21
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Tailored 2nd party Audits
Account management
Project organization
Tailored reporting, sharing via web portal
Trending, analysis and sharing of audit
results
Possibility to define Focus Areas, looking
at strengths and weaknesses, Best
practices and Areas of Improvements
Executive Summary reporting
Whole Supply chain approach
22
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An example of tailored Audit protocol
23
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Reporting - Analysis Capabilities
24
A powerful graphics tool to
represent data in multiple
ways using different graph
types and colour schemes.
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Reporting - Analysis Capabilities
Custom reports can be created and shared through web portal or emailed
25
Assessment Report Workbook Report
An executive report of summary
scores, graphs and notes of the
completed assessment
A fully detailed report of all
scores and notes on every
question in your assessment
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Supply Chain Management: Tools for improvement or barriers to trade?
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3rd party Food Safety Audits: a barrier to trade or
an efficient tool for improvement?
26
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Homogenous approach
In the last 10 years the GFSI gained the global
leadership to drive the development of Food
Safety in the food industry
The GFSI objectives are to:
- Reduce food safety risks by delivering equivalence
and convergence between effective food safety
management systems
- Manage cost in the global food system by
eliminating redundancy and improving
operational efficiency
- Develop competencies and capacity building in
food safety to create consistent and effective global
food systems
- Provide a unique international stakeholder
platform for collaboration, knowledge exchange and
networking
27
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Food Safety – Industry state of art
2828
Feed ConsumerPrimary Processing
Retail
Food
Service
FOOD SAFETY
FOOD SAFETY SYSTEM
ISO 22000 Framework
FARM TABLE
Packaging
Logistic
2012
2011
2014-20152000-2010
2013-2014
Broker
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29
FSSC 22000 - 2013: ID Card
Name: Food Safety System Certification 22000
Scope: Food safety and legality
Applicability: Food processing / Packaging
Manufacturing
Accreditation: ISO 17021/ISO 22003 (management
system)
Number of specific auditor / product scopes
- 14 food product sectors + packaging material
Requirements:
- ISO 22000: Food safety management system based on HACCP,
process approach (60 chapters/sections )
- (food manufacturing) ISO TS 22002-1 Pre-requisite programmes
on food safety -- Part 1: Food manufacturing (63 sections)
- (packaging manufacturing) PAS223: Detailed list of prescriptions,
mainly focused on food safety (GMP) (65 sections)
- FSSC22000: additional requirements (2 for food sectors only)
Criteria Ratings
- Minor NCs
- NCs
Follow up activities
- NCs closed before certification
- Minor NCs corrective action plan approved before
certification
Possible final grades
- N/A
Certificate validity
- 3 years
Periodical Audit Frequency
- 12 months
Typical audit duration
- ISO 22000 audit duration + 0,5-1 MD on site
including reporting
Other issues
- Initial audit in 2 steps
- Stage 1: document review and initial visit
- Stage 2: initial audit
- No Multisite
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30
What is FSSC 22000?
Food Safety System Certification (FSSC) 22000 is a combination of ISO
22000:2005 and ISO 220002-1/PAS 223
Developed and owned by the Foundation for Food Safety
FSSC 22000 ISO 22000: 2005
technical
specifications for
sector PRPs
= +
Possible future Supply Chain extensions
- Primary production (ISO/TS 22002-3)
- Catering / restaurants (ISO/TS 22002-2)
- Retail / supermarkets (PAS 221)
- Warehousing / transport / storage
Current FSSC 22000 scope
perishable animal products (C)
perishable vegetal products (D)
products with a long shelf life at ambient
temperature (E)
(bio)chemical manufacturing (L)
packaging material manufacturing (M)
Under development
animal feed (F)
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31
Benefits of the FSSC scheme
Built on a solid management system structure
- Preventive (managing risk)
- Supply chain assurance
Performance oriented
Efficiency
Owned by a non profit foundation – independent
Multiple stakeholder approach
International & ISO worldwide credibility
Provides trust & confidence
Common language through global standard, worldwide
consistency
Substantially strengthens ISO 22000 certification
Enables you to implement a global standard, with global
consistency worldwide
32. Stefano Crea
Bangkok, May 23rd 2013
© DNV Business Assurance. All rights reserved.
Kraft Foods EMEA
FSSC 22000 Implementation Project – A Case History
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Kraft Foods EMEA Case History
Some figures for the project
Europe, Middle East, Africa
58 plants involved
25 countries
25 auditors involved
> 250 auditor days
Products involved:
Biscuits
Cheese
Grocery products
Convenience meals
Beverages
Chocolate
Coffee
Salty snacks
Dairy products
Desserts
Canned meat
Canned fish
33
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Implementation Project: Success factors
Using existing Kraft Foods systems and
tools (no major changes needed)
Focus on organizational boundaries
between local HACCP team and supporting
functions
Close cooperation/good communication
with certification body
Clear plan/clear targets for roll out and
certification
Using existing central functions in
supporting local sites where necessary
34
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What Kraft Foods has done
Only small adaptation of the existing
systems and tools was needed
Pilot implementation of ISO 22000 in EU
coffee plants + certification
… working to support the creation PAS 220
by BSI!
After publication upgrade from ISO 22000
to FSSC 22000
Step by step certification of all plants,
including newly acquired facilities with
rollout targets across 1-2 years after
integration
35
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Challenges in implementation
Clear understanding of CCP, oPRP, PRP
concept at some local sites
Many countries, many cultures, many
people
On-going integration of new sites (not only
one project)
Major organizational changes during the
project
Different wording/interpretation of standard
requirements
36
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Benefits of the scheme for Kraft Foods
Independent from standard owner (ISO)
Multiple stakeholders driven
Clear management system and
performance (requirements) approach
Easy to link to existing management
system culture within the company
Improved food safety awareness at site
level
Reports can be used as an additional
source of info regarding specific site
performance
Driver for further improvement of food
safety culture within Kraft Foods
37
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3rd Party FSMS Audits - Benefits
39
A Risk Management Tool
Systematic/process approach as guarantee for effectiveness and efficiency
- Flexibility/substantial approach (operations simplification)
- Objectives driven processes
- Positive interaction with the stakeholders, transparency, concrete support to trust building
- Organization simplification, reduction of the barriers between functions
Joint and coordinated view of the Company Management System
Competences valorisation
Robust methodology also in the “due diligence” framework
Any possible request related to the food safety is “automatically” included
Emergency preparedness
Company
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3rd Party FSMS Audits - Benefits
40
Company
Homogeneous and flexible methodology
Integrated quality/environment/safety
management systems
Information flow assurance
Facilitator for data analysis and
improvement areas identification
Tailored implementation on the basis of
the local reality
Efforts focus on actual needs
Reporting process simplification
Food Safety Team
Joint/Common view of operational activities and
objectives awareness
Performance control
Operational flexibility
Safeguarding the innovation potential
Technical support to specifications issuing
Highlighting of the food chain meaning /
partnership with suppliers
Efforts focused and coordinated on the basis of
the risk analysis
Manufacturing
Global
Local
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Supply Chain Management: Tools for improvement or barriers to trade?
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Summing up
Food Safety, Quality and Sustainability - priorities on the Food Agenda.
Food defence and Food Fraud increasingly on the spot.
GFSI growing rapidly in terms of recognition and acceptance from
customers and use from suppliers (>200.000 certificates).
Growing demand from retailers and manufacturers for 3rd party
certification, increasing interest from (Food) authorities.
Global manufacturers selecting FSSC 22000
Expanding assurance across the entire supply chain
Interest in integrated, risk based management systems
Interest in customised 2nd party audit programmes
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Supply Chain Management: Tools for improvement or barriers to trade?
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Slide 4223 May 2013
Questions?
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www.dnvba.com
43
Stefano Crea
+39 348 7719903
stefano.crea@dnv.com
food.dnvba.com
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