Spring 2017- Packaging Technologies and Value Chain Concepts to Advance Value-Added Pulse-Based Foods

Packaging technologies and
value chain concepts to advance
value-added pulse-based foods
Dr Claire Sand
Spring 2017

Packaging value chain for pulses Dr Claire Sand 2

Packaging challenges from farm to fork
MANUFACTURER
• Reduce contamination
during product fill
• Assess initial microbial
load
• Reduce initial microbial
load
• Enable HACCP, etc
• Address chilled worker
conditions
DISTRIBUTOR/
RETAILER
• Enable stock rotation
• Time &Temp monitoring
system
• Oxygen level monitoring
system
• Control temperature
• Reduce microbial load at
POS
CONSUMER
• Refrigerate to Freezer
• Heat/Cook in Package
• Enable safe package reuse
• Reduce consumer contamin
from repeat use
• Expand time for safe product
use
• Enable freezer storage
Dr Claire SandPackaging value chain for pulses 3

Overview
Connecting the packaging value chain to pulses-key
technologies
Packaging value chain creates needed structure for pulse
strategies to succeed
Packaging Value Chain
Connecting the packaging value chain to pulses-sustainability

Packaging value chain

raw materials for
packaging
converted
packaging
manufactured
packaging
components
Combined
product and
package
distributed
product and
package
sold
product and
package
discarded
product and
package
Packaging
Value
Chain
Interfaces
The Circular Value Chain

Packaging evolves to a supply chain
• During Industrialization the
primary responsibility for the
transport of good shifted from
producer to the purchaser
• Ford defined packaging
• Packaging customized for different
buyers
Dr Claire Sand 8Packaging value chain for pulses

Packaging evolves to a supply chain
1950-1980s
• Post war era saw efficiencies grow
• Drucker coined the term, “knowledge worker” in 1973
• Energy crisis led to focus on bulk shipments & DCs which
reduced energy costs associated with distribution
• Global situations in operations

Packaging Supply Chain – 1980s
• Mass production of packaging
increased
• Vertical integration internalized
supply chains
• External supply chains needed
management process to deliver-
• JIT
• ECR
10Packaging value chain for pulses Dr Claire Sand

• Porter’s Model of Supply Chain Management in 1985
11Packaging value chain for pulses Dr Claire Sand

• Strategic Alliances
• Price
• Fueling innovation, cost savings, sustainability
• Alliances stretch
• From Packaging to retailers
• BASF-Solvay joint venture
• Commodization
• POS information enabled continuous replenishment and then the
supply of packaging was linked directly to sales
• Essentially, once logistics were “figured out”, the focus on value
became more relevant
• Value began to be assessed down the supply chain

The concept of value
• Value-
• Has Context
• Is experiential
• Has a subjective nature
• Occurs when needs are met

Value has context
• The value of a quality of packaging varies with it context
• In the late 1980s within the EU, sustainable packaging had
value
• During this same time in the US, sustainable packaging had
little consumer resonance or value
• Now, with the REACH initiatives and EN standards altering
global markets, sustainability has value within developing and
developed countries
• The context changed

Value is experiential
• Relationships between companies gain more traction if the
companies experience value the same way
• JL Clark and Farmaesthetics
• Price based bidding when insisting on quality, time

Value has a subjective nature
• Trust of partners in the packaging value chain aligns-
• With inexperienced packaging professionals and organizations
• When economic downturns cause disruption
• When disaster management is needed

Value occurs when need are met
• Needs within each link of the
value chain are met
• Retailer needs emerged as
primary in 1990s
• Post consumer needs are
emerging as primary

raw materials for
packaging
converted
packaging
manufactured
packaging
components
Combined
product and
package
distributed
product and
package
sold
product and
package
discarded
product and
package
Packaging
Value
Chain
Interfaces
The Circular Value Chain
Value
Chains
seek
sustainable
competitive
advantages
from
consumers
to
raw
materials

Overview
technologies

Packaging value chain creates
needed structure for pulse

Alignment is missing
• Economic pressures
• Global competitors
• Food industry barriers
Incentives
Lack of trust/connection
• New partners
• Cost-benefits
Relationships vary within the chain
• Require different approaches
• Are assessed based on the value the relationship has to the organization and
within the entire value chain
Dr Claire Sand 21
Value Chain creates structure in relationships
Packaging value chain for pulses

Value Chain creates structure in relationships
• A strong value chain is a competitive advantage because then the entities within the
chain and the entire chain can focus on higher level goals such as innovation
• When relationships within the value chain are based on value, the footing is more solid
than price

Value Chain actions for pulses
• Build Trust
• Manage knowledge
• Develop partners
• Share work
• Ensure Agility
• Adjust to reward significance in relationships

Build Trust
Build Trust to increase innovation in processing and packaging-
• Trust to enable shifting the role to a packaging responsibility is needed
• Need to build trust that ___ can provide extra measure of innovation,
food safety
• Process transparency
• Align goal with food safety HACCP, FSMA, GFSI, etc processes
• Incorporate transparency to build tacit knowledge

Build Trust-Manage knowledge
Dr Claire Sand 25
• SCM has refined processes for logistics data
• Knowledge not transferred
• Knowledge implies an understanding of the value of the information
• Supply chain disruptions due to disasters (economic and environmental) occur not
because of a lack information
• Data for distinct groups was available
• Knowledge was missing

Build Trust-Manage knowledge
Dr Claire Sand 26
• Human knowledge
• Seasoned packaging professionals
• Education
• Structured knowledge
• Explicit rules, behaviors, and routines of who communicates with whom
• Social knowledge
• Tacit knowledge within and with value chain members…
• 37% said they have a clear understanding of what their organization is trying to achieve
and why
• 20% said they had a clear "line of sight" between their tasks and their team's and
organization's goals

Build Trust-Refine functional relationships
27
• Functional relationships within the developing
world can be reflective of what the industrial
world needs as well
• Example- Coffee in Kenya
• Profits go to roaster after value added
consumer packaging used by roaster
• Role of packaging value chain is critical
Packaging value chain for pulses Dr Claire Sand

Build Trust-perform stress test
• To assess partner response
• To align to improve functionality
• Increased microbial load, product abused, seasonal variation in value chain
• Explore viability of safety guarantee
• Need to be involved with integration into HACCP, FSMA, GFSI, etc process and
required post pack conditions
• Stress tests define flows of information and communication needed
• By asking value chain members what would happen if ------
• We can best assess weaknesses in the value chain
• We can define new communication processes needed for each situation

Develop partners and shared value
• Need to stretch value chain to incorporate more members
• Researchers in ____ arena jointly funded-consortiums, foundations,
universities
• Assess distribution controls
• Explore impact on retail if shelf life extended
• Make consumer connections
• Assess sustainability in holistic manner (reuse, regeneration,
recycling, reduce)
• Nutritional waste
• Package waste

Dr Claire Sand 31
• Focus on what’s needed
• Rapid deliveries
• Address immediate needs
• Altering priorities in distribution system from FIFO to when needed
• Blogs-Informal communication when a new priority arises
• Beyond Task Forces/Committees
• Actionable objectives from customers
• I wish we could reduce out of spec components…
• I wish we had more trust in our supplier…
• I wish they would help me optimize my retail space…

32
Shared value

Dr Claire Sand 34
• Shared value recognizes that externalities create internal costs for companies-
• Higher energy costs (due to dwindling supplies)
• Higher raw material costs (due to lack of reuse /recycling)
• Need for more educated work fore
• Commoditization
• Price focused competition
• Little innovation
• Unclear competitive advantage
• Profits coming at the expense of the community
• Government policies attempt to internalize externalities such as the social costs of pollution
• Business fight these initiatives and resist standards

Dr Claire Sand 35
• Packaging and pulses-regeneration, recycling and better technology all have shared value
• Location is refined beyond labor costs as-
• Human labor takes secondary role to robotics
• New consumer markets
• Clustering and now tierisation in automotive are mimicked in multicomponent packaging
industry
• Refined tierisation reaches inherent shared value of-
• Making profit synergistically
• Joint technology advances
• Focus on specific customer/industry

Develop partners and shared value-clusters
Clusters on packaging motivated by the-
• 5 trends
• Shift from vertical integration to relying on outside suppliers, partners, and
institutions
• Increasing knowledge and skill intensity of competition
• Globalization of markets and value chains
• Nations and regions compete to attract specific business

Dr Claire Sand 37
Clusters Increase Productivity / Efficiency
• Efficient access to specialized inputs, services, employees, information, institutions, training
• programs, and other “public goods” (local outsourcing)
• Manage knowledge via coordination and transactions across firms
• Rapid diffusion of best practices and tacit knowledge
• Ongoing, visible performance comparisons and strong incentives to improve that align shared
value
Clusters Stimulate and Enable Innovations
• Greater likelihood of perceiving meaningful innovation opportunities (e g , unmet needs,
sophisticated customers, combinations of services or technologies)
• Presence of multiple suppliers and institutions to assist in knowledge creation

Dr Claire Sand 38
Clusters Facilitate Commercialization and New Business Formation
• Opportunities for new companies and lines of established business are more apparent
• Spinoffs and startups are encouraged by the presence of other companies ,
commercial relationships, and concentrated demand
• Commercializing new products and starting new companies is easier because of
available skills, suppliers, etc

• Competitiveness must be a bottoms-up process in which many individuals,
companies, and institutions take responsibility
• Clusters provide a platform to address the specific barriers companies face
• in a given market, not just general challenges all companies are exposed to

Neutral across clusters
• Enhancing productivity of multiple firms/institutions
• Facilitating/capturing linkages and externalities
• Facilitating the flow of information/knowledge across actors
• Engaging the private sector, not just government
• Preserving and enhancing market competition, not retarding it

Ensure Agility
• Ensure agility in meeting need for package change
• Because food industry processes are not aligned to implement packaging
solutions, agility to work a different way is needed
• Realign cost-benefit within value chain members
• Development time and costs shared within value chain
• Develop solutions jointly vs “serving up” solutions
• Employ startup (mentality/physically) without internal/external
barriers
• Gain tacit knowledge
• Identify core advisory team experts to guide team

Ensure Agility-VUCA
• VUCA (volatile, uncertain, complex, ambiguous) society demands agility
in packaging
• By focusing on each link’s value, packaging can uniquely offer
this agility
• Packaging’s various finished goods phases enable faster reaction time
• Example – skin graft packaging & disaster mgmt
• Packaging’s role is evolving within the value chain
• Research on increasing responsiveness, core technologies (inks,
tertiary packaging, labeling, GFSI, FSMA, REACH) have focused
innovation on finished goods flexibility

Ensure Agility-Packaging for economic reshuffling
• Packaging can enable affordable choices the 4 billion+ consumers at pyramid’s base
• Packaging needs to technically leapfrog to provide product protection and a market
• Packaging can facilitate manufacturing value added goods versus raw material
exports
• Reveals opportunity to use historically indigenous materials (e g , jute)
• Research potential in facilitating leapfrogging in technology is high

Ensure Agility-Packaging for urbanization
• Urban market is growing
• About 2+ million people/month become urban dwellers in Asia
• Urban households have 3 times more disposable income than rural
• Packaging can meet this market need through research on focused urban needs
• Example – optimization of aseptic pkg

Ensure Agility-Packaging for urbanization
• Packaging can facilitate the distribution via alternative channels (versus traditional
models) to meet urban needs
• A future value chain defined by consumer led value will optimize packaging based
on global urban and rural consumers
• Example-Medical contract packaging & Anderson’s window walls & UHP
• Optimal packaging technology focuses on post consumer disposal in urban areas
(DSD)
• Consumer specific packaging is growing
• Kids design Legos and package
• Packaging research on predictive restocking (beyond RFID) to make consumer and
post consumer packaging seamless

Ensure Agility-Packaging resource management
• The future value chain links the post consumer value of packaging with raw materials
• This moderates research to focus on raw material production-the largest energy use
in packaging
• Packaging processes are being refined to use less water and energy
• 28% of US consumers are LOHAS
• Packaging’s role is unique due to the short use of the packaging
• Packaging is also unique in that it is global since packages are made and disposed
worldwide vs products being consumed or used as durable goods
• Packaging research leads the way for regeneration of manufactured goods
• Example-reusable packaging before reusable computers

Ensure Agility-Packaging resource management
• Packaging’s role in the value chain can link raw materials with post consumer
environment
• Progress mirrors the future
• Example –EU’s APEAL industry initiatives provide image of potential in packaging
• Example-KLM
• Example-Migros exceeded Switzerland’s PET recycling goal
• Future role in value chain is collaborative
• Global powerhouses (WWF, CERES, Forum for Future) are engaged

Ensure Agility-Packaging innovation for pulses
Exploratory innovation within the value chain requires-
• An open culture that can absorb new ideas and abandon the status quo
• Ability to envisage a ‘new whole’ – and then work out how the various firms
might work together in the future
Dr Claire Sand 51
• Understanding that capabilities might shift along
the chain
• Value chain diagnostic systems to define
exploration innovation challenges and develop
appropriate performance measures

• Exploration closely links value chain entities with consumers to-
• Tell ‘stories’ about the packages we use to explain-
• Why it is used
• How it was produced
• Impact on the environment
• Welfare of workers involved along the chain
• Rewards accruing to the primary producers
• Commodity packaging is-
• Not able to compete on these issues
• Disadvantaged in many premium market segments

• Implementation of an exploratory platform for sustainability requires incentives to-
• Absorb new ideas into organization
• Reward ideas that address how challenges could be faced
• Enable quick clearance for external entities
• Reward long term innovation at the expense of short term innovation
Dr Claire Sand 53
• Realign partners to achieve innovation
• Reward new arrangements that focus on a long term innovation need
• Reward concepts that offer opportunities to use value chain
• Reward value chain teams that make steps toward implementation of new
technology/initiative

• Enable the coordination shifting capabilities
• Reward value chain partners to skip a link in the chain
• Enable the use of loose contacts within and external to the chain
• Reward internal system of cross functional learning that employs-
• Bank of experts
• University degrees/certifications in cross disciplinary areas
• Reward knowledge transfer within organization and value chain
• Define exploration innovation challenges and develop appropriate value chain
diagnostic and performance measures
• Reward coordination of incentives and goals

Ensure Agility–Align rewards
• Since food safety and reducing waste is normally the role of the food processor,
incentives to enable shifting the role to packaging is needed
• Need to provide incentives to work as a partner in food safety and waste reduction
• Assess motivation for CPG to work on ___
• Timing
• Reduce costs
• Chance to truly innovate
• Design reward system based on conversion process
• Connect with retailer on needs/signage
• Align rewards to conversion process
• Design reward system based ___ process efficacy
• Storage of ___ packaging material
• Packing of product with packaging material

Ensure Agility–Align rewards
Dr Claire Sand 56
• Rewards connect to meeting specific values
• Employees motivated by difference factors than companies
• Value chain motivation often takes the form of-
• Private Education for school age children funded
• Tuition paid for college
• Health care on site
• Day care on site
• Valued food solutions on site
• Reduction in housing costs
• Access to technology (cells, computers, internet

Ensure Agility-Align rewards
Dr Claire Sand 57
For example incentives to align supplier to Pepsi’s water initiative might
take form of-
1. PET Bottle Supplier-
• R&D employees – Pepsi rewards R&D employees for developing a new
process for reduced water use at PET bottle blow molding facility
• Production employees – Pepsi rewards PET bottle production
employees for increased compliance with lower water use
2 Retailer-
• DC employees rewarded for more optimal use of water in cleaning
• Retailers rewarded for promoting recycling to consumers that will
save water in oil extraction and resin conversion
3 Recyclers-
• Employees rewarded when recycling of PET increases in community

Packaging Value Chain Approach
Managing for new approach requires the value chain to provide-
• Shared business culture, vision, terminology and set of practices within the value chain
• Ability to envisage how the parts add up across chain
• Ability to change internal systems
• Activities for the sake of the whole as a cooperative effort
• Dense network of contacts and trust
• Focus on team building activities

Overview
technologies

Connecting the packaging
value chain to pulses-
sustainability

Packaging sustainability-Competitive advantage
• Interviews from CEOs are telling--
• 98 % believe that sustainability issues will be critical to the future success of their
business
• 92 % believe that companies should integrate sustainability through their supply
chain; only 59% believe that their company has done so
• 51 % cite the complexity of implementation as the most significant barrier to
embedding sustainability

Packaging & Sustainability-Packaging waste
increases with income

Sustainability is seeking a favored option

Packaging & Sustainability-Companies react in different ways
► Dannon reduced packaging waste by eliminating the plastic
cap over the peel-back foil seals on yogurt cups
► 3.6 million pounds of plastic/year
► Copied others in industry
► SunChips
► Compostable bag
► Limited compost facilities
► Noisy

Packaging LCAs

Measuring Package Sustainability
1. LCAs
2. COMPASS
3. Carbon Foot Print
4. Tesco and Wal-Mart Scorecards

Packaging & Sustainability-Steel

Packaging-LCA of Frozen and Canned Green Beans

Packaging & Sustainability-Value Chain derived redesign
– Improved design is stackable, eliminates need for crates
– Eliminates need to transport, return and wash crates
– Can fit 224 jugs on a pallet instead of 180
– Reduces distribution costs by ~30%
– Reduces price to consumers by ~$ 10

► Solve from Shared Value and value chain perspective
► Less packaging
► Less heat for processing
► Refrigeration
► Longer shelf life
Dr Claire Sand 72

• By straightening Hamburger Helper noodles-
• Product could lie flatter in the box
• Reduce the size of boxes
• Supplier- saved nearly 900,000 pounds of paper fiber annually
• Community- Reduce greenhouse gas emissions by 11 percent, by
taking 500 trucks off the road
• Retail- increased the amount of product Wal-Mart shelves by 20 %
Dr Claire Sand 73

• Minute Maid Mango Juice in Kenya- move from external source to internal
sources for ingredients and package
• Resulted in
• Consistent quality mango supply for export and purchase by local
bottlers
• Doubled the income of 50,000 smallholder mango and passion fruit
farmers (>50% women) in Kenya and Uganda
• Need to stretch value chain to packaging and add further shared value by
• Design for Recovery
• Build recycling infrastructure

More shared value oriented and value chain sustainable solutions in
Design for Recovery
• Paper & film-air float separation
• Steel-magnetic separation
• Aluminum-Eddy currents
• PE, PP, PET, PS- NIR and float density
Use of Recycled or compostable plastics
• rHDPE Envision
• rPET
Build Composting and Recycling Infrastructure
Dr Claire Sand 76

A packaging value chain stretches into the realm of shared value can
achieve a higher degree of sustainability
Dr Claire Sand 77
Roger’s Coffee Company
• Coffee shared value- Growers and manufacturing coffee
• Training, $, personal relationship, carbon-negative footprint
• Packaging shared value- Materials now at 97% bio-based and compostable
• Polymer source
• New profits from bio-based materials and industrial & home
composting
• Opportunities to extend shared value-
• Partnering with composters to add more industrial composting sites
• Connect down the value chain is was done with coffee growers

Overview
technologies

Connecting the packaging
value chain to pulses-key
technologies
Edible and antimicrobial
Active, intelligent, responsive

Causes/ Categories
Category
Z
Category
Y
Category
X
Catgeory
W
Category
V
Category
U
Category
T
Category
S
Oxidation
Moisture Change
Microbial
Browning
Water resistance
MVTR
Antimicrobial
Reduce impact of contamin. ingredients
Reduce contamin. during product fill
Assess initial microbial load
Reduce initial microbial load
Reduce cross contamin.
Enable processing of some ingredients
Enable HACCP
Address chilled worker conditions
Time &Temp monitoring system
Oxygen level monitoring system
Control tempertaure
Measure microbial load at POS
Enable safe package reuse
Reduce consumer contamin. from repeat use
Expand time for safe product use
Enable oven/ MWmonitoring
Address eating hygiene through packaging
Enable freezer storage
Packagingand
Handling
Pkg
Prop.
Product
Degradation
Causes
Distributio
n&Retail
ConsumerUse
Value Chain solutions to food safety are focused
80
Value Chain enables innovation through focus on societal issues –
food safety

Key technology-Edible packaging
• Focus on
• Reduce and not replace synthetic packaging
• Freezer burn
• Decreasing water loss in fresh seafood
• Enhancing product offerings
• Cook in bag
• Shaped products
• Meal kits to align with what retailers are doing

• Freezer burn
• Interfacial water freezes and thaws and ice crystals grow crushing
cells
• Increased degradation within cells before they burst
• Texture loss
• Water loss
• Loss from product
• Loss from package is ($$$) loss

• Alternative to vacuum package
• Edible barriers are a robust solution
in consumer freezers
• Many options and can be linked to
antimicrobial barriers

Enable venting since product is better protected
1. Perforations
• (horizontal or in a “patch”) that are coated/laminated; but,
to allow air/steam to escape through holes
2 Laser scored
• top layer that is coated/laminated; but, to allow air/steam
to escape through laser cuts that expand when heated
• steam generated from within the package bursts through the
scoring and automatically ventilates the package
3 Channels that vent air/steam through fin seal area
• Consumer slit bag to vent before microwaving
4 Tray in colander

• Upscale frozen/fresh Surimi seafood
• Impart texture
• Lower fat content by reducing oil uptake
• Bite size
• Decrease product waste

• Keep water within separate foods
with reduced synthetic packaging

Key technology-Antimicrobial packaging
Market need for Antimicrobial is increasing due to increase in-
1. Resistance of microbes to standard processing technologies
2. Food safety outbreaks
• Foodborne disease reaches 30% of the population
• Vibrio increased 115% since 2006
3. Need for controlled temperature conditions to inhibit microbial growth
4. Global food distribution in various stages of processing
5. Increase in consumer interest in fresh and multicomponent prepared meals
6. Inability of MAP/CAP technology to accommodate lack of controls in distribution,
processing, product
7. Growing urban population in need of food they can not produce
8. High potential for cross contamination
• Processing facilities often manufacturer more than one product
• Distribution systems between products are often linked

1. FOOD PROCESSING
CONDITIONS
• Food pH, and stability
after pH changes
• Inactivation by food
enzymes
• Interaction with food
additives/ingredients
2. FOOD SHELF LIFE
FACTORS
• Food storage
temperature
• Limited stability during
food shelf life
3. MICROBIAL FACTORS
• Microbial load
• Microbial diversity and
the target bacteria
• Microbial interactions in
the food system
• Physiological stage
(growing, resting,
starving or viable)
4. BARRIERS
• Protection by physico-
chemical barriers
(microcolonies,
biofilms, slime)
• Barriers enrobing
Antimicrobials
5. DEVELOPMENT OF
RESISTANCE/ADAPTATION
• Predicted to be an issue
of concern

within a structure
as a coating
through headspace
89

ORGANIC ACIDS
• Benzoic acid and
benzoates
• Sorbic acid and
sorbates
• Acetic acid
• Propionic acids and
propionates
• Lysozyme
SOME OTHERS
• Chlorine dioxide
• Triclosan
• Silver zeolite, nitrate
• Bacteriophages
• Maillard reaction end
products
BACTERIOCINS
• Nisin
• Pediocin
POLYMERS
• Chitosan
NATURAL EXTRACTS
• Cinnamaldehyde
• Eugenol
• Allyl isothiocyanate
• Green tea extract
• Various extracts

Key technology-Intelligent packaging
• Focus on-
• TTI
• Degradation sensors
• No-Fraud assurance packaging
• Responsive packaging

Key technology-Intelligent packaging-
TTIs
• L5-8 Smart Seafood
• irreversible color
change from the
hydrolysis of
triglycerides
• CoolVu
• aluminum
layer thins
causing a
reaction
• FreshCode, Varcode
andTempix, Tempix
• fading barcodes
• FreshMeter
• turns from blue to
gray via
benzopyridine
photoactivation

Key technology-intelligent degradation
sensors
Degradation sensors are advancing rapidly
• Direct connection to food deterioration
• More sophisticated sensors that convert biochemical
signals to electrical responses that show remaining shelf
life from manufacturer to consumer

Key technology-Intelligent authenticity
sensors

Intelligent packaging expands brand image potential
Current solutions
• Thermochromatic inks change color and reveal images
when the product is at the proper temperature to eat or
drink
• NFC OpenSense package sensor is tapped with a
smartphone
• Polymark fluorescence based detection for sorting food-
contact PET
Key technology-Intelligent authenticity sensors

Using the Packaging Value Chain for Pulses-checklist
 Set goals
 Assess market opportunity
 Define what the product-package needs to do
 Identify key social issues that are important
 Align
 Identify key partners to address these social issues and meet goals
 Continue to expand issues to guide relationships within the Value Chain
 Determine which Value Chain members align
 Define value (context, experiential, subjective, meeting needs)
 Build trust and agility into organizational frameworks so that new Value Chain initiatives are
achievable
Checklist-Bringing in your Innovations using the Packaging Value
Chain

Food science and packaging expertise-
• Coaching
• Consulting
• Technology
• Strategy
www PackagingTechnologyandResearch com
Dr Claire Sand
CEO, Packaging Technology & Research, LLC
Adjunct Professor, Michigan State University
Packaging technologies and
value chain concepts to advance
value-added pulse-based foods

Spring 2017- Packaging Technologies and Value Chain Concepts to Advance Value-Added Pulse-Based Foods

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